Download E2E060 - Implementing Quality Management...
SAP Customer Center of Expertise E2E060 SAP Customer Center of Expertise E2E060 Customer COE
© SAP 2008
Material number:50095539
For internal use by CSC only
For internal use by CSC only
- Implementing Quality Management
Copyright
Copyright 2009 SAP AG. All rights reserved.
All rights reserved.
© SAP 2008
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For internal use by CSC only
For internal use by CSC only
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For internal use by CSC only
For internal use by CSC only
Course Prerequisites
Required Knowledge Basic
understanding of SAP Basis and Applications
Basic
understanding of IT Support Processes Experience in SAP IT Management
E2E040
Run SAP
Familiarity
with SAP Implementation and Operation Roadmaps, in particular the Run SAP Roadmap
Fundamentals SAP
of SAP Systems and SAP application management
Application user interface experience (e.g. SAP GUI, SAP Enterprise Portal)
© SAP 2007 / Page 1
For internal use by CSC only
For internal use by CSC only
Preferred
Disclaimer
Current release of the SAP Solution Manager is: SAP Enhancement Package 1 for SAP Solution Manager 7.0.
SAP
Enterprise Support
SAP
Product Support for Large Enterprises
SAP
Premium Support, or
SAP
MaxAttention
You are authorized to use all functions in the software package, without any restrictions. If you have signed exclusively standard support contracts, you are allowed to install this software package, but you are only allowed to use a restricted functionality. You are not allowed to use the following Enterprise Edition functions: Business Quality
Gate Management
Custom © SAP 2007 / Page 1
Process Change Analyzer
Development Management Cockpit
For internal use by CSC only
For internal use by CSC only
The following note only applies to SAP customers in Germany and Austria: The extent of the usage of the software package "SAP enhancement package 1 for SAP Solution Manager 7.0" depends upon the type of maintenance contract you have signed. If you have a signed contract for:
Target Audience
This course is intended for the following audiences: All
SAP customers, in particular, Application Management
Customer
Implementation
Management
Duration: 3 days
© SAP 2007 / Page 1
User notes •
These training materials are not a teach-yourself program. They complement the explanations provided by your course instructor. Space is provided on each page for you to note down additional information.
•
There may not be sufficient time during the course to complete all the exercises. The exercises provide additional examples that are covered during the course. You can also work through these examples in your own time to increase your understanding of the topics.
For internal use by CSC only
For internal use by CSC only
Operations
Project Management
Course Goals
Realize the vision and value of “Single Source of Truth” and “Customer Center of Expertise”
Designing the Customer Center of Expertise (Customer COE) as “Single Source of Truth”-concept based on the RunSAP-Methodology and SAP Operational Standards (End-to-End Solution Operation Standards)
Understanding the Quality Management leadership aspects of Single Source of Truth and how to implement the processes and the reporting to measure success and progress
Learning and understanding the four Quality Manager roles required to operate a Customer COE: Quality Manager for Safeguarding Integration Validation Quality Manager for Business Process Improvement Quality Manager for Protection of Investment
© SAP 2007 / Page 1
Quality Manager for Business Continuity
Learning about the requirements to achieve the Advanced Customer COE Certification for your company
For internal use by CSC only
For internal use by CSC only
This course will prepare you to:
Customer COE Quality Manager Training Agenda Day 1 Time/ Duration
Morning Session
Topic
Unit 1: Establishing the Customer COE – “Single Source of Truth “ Lesson 1: Customer Center o Expertise – “Single Source of Truth” Lesson 2: Building the Customer COE & the Quality Manager Roles Lesson 3: The Quality Process – Managing through Quality Gates Lesson 4: Run SAP Overview Lesson 5: Customer COE and Enterprise Support
Afternoon Session
Lunch
Unit 2: Quality Manager for Safeguarding Integration & Validation Lesson 1: Implementation and Deployment Challenges Lesson 2: Fundamentals for Safeguarding Integration Validation Lesson 3: Safeguarding Integration Validation Process Overview Lesson 4: Safeguarding Integration Validation – Assess Lesson 5: Safeguarding Integration Validation – Analyze Lesson 6: Safeguarding Integration Validation – Optimize and Verify Lesson 7: Summary
© SAP 2008
For internal use by CSC only
For internal use by CSC only
12:00 -1:00
Customer COE Quality Manager Training Agenda Day 2 Time/ Duration Morning Session
Topic
Unit 3: Quality Manager for Protection of Investment
Lesson 1: Overview Protection of Investment
Lesson 2: Top Notes – Hot news - Side Effect Reporting Lesson 3: Support Packages and Support Package Stacks Lesson 4: Enhancement Packages Lesson 5: Upgrade
Lesson 7: Custom Code Lesson 9: Summary
12:00 -1:00 Afternoon Session
Lunch
Unit 4: Quality Manager for Business Continuity
Lesson 1: Introduction - What is Business Continuity?
Lesson 2: Quality Manager for Business Continuity Lesson 3: E2E Standards & Business Continuity Operations Process
© SAP 2008
For internal use by CSC only
For internal use by CSC only
Lesson 6: SAP Standards & Tools
Customer COE Quality Manager Training Agenda Day 3 Time/ Duration Morning Session
Topic
Unit 4: Quality Manager for Business Continuity (Continued)
Lesson 4: Business Continuity Operations Process – Project Handover
Lesson 5: Business Continuity Operations Process - Implement Lesson 6: Business Continuity Operations Process - Operate & Optimize Lesson 7: Case Study Lesson 8: Summary
Afternoon Session I
Lunch
Unit 5: Quality Manager for Business Process Improvement
Lesson 1: Quality Manager for Business Process Improvement
Lesson 2: Business Process Improvement Process Overview Lesson 3: Business Process Improvement - Assess Lesson 4: Business Process Improvement – Analyze Lesson 5: Business Process Improvement – Optimize Lesson 6: Business Process Improvement - Verify Lesson 7: Summary
Afternoon Session II © SAP 2008
Unit 6: Course Summary
For internal use by CSC only
For internal use by CSC only
12:00 -1:00
SAP Customer Center of Expertise E2E060 Customer COE E2E060 SAP Customer Center of Expertise 01
- Implementing Quality Management
For internal use by CSC only
For internal use by CSC only
Establishing the Customer COE – “Single Source of Truth”
© SAP 2008
©SAP AG
E2E060
1-1
Customer COE and Single Source of Truth: Unit Objectives
After completing this unit, you will be able to: Explain Explain
why a Customer COE (“Single Source of Truth”) is needed the requirements of Customer COE Certification
Explain
what Customer COE documentation is required
how a Customer COE (“Single Source of Truth”) is built and how the leadership role is defined
Explain
For internal use by CSC only
For internal use by CSC only
Explain
the Quality Gate Process
Explain
how each of the four Quality Manager roles and responsibilities are defined, including the KPIs they should report and the value they provide to their corporation.
© SAP 2009 / Page 1
©SAP AG
E2E060
1-2
Quality Management establishes the Customer Center of Expertise as Single Source of Truth Establishing the Customer COE (“Single Source of Truth”) – Unit Overview Lesson 1: Customer Center of Expertise – “Single Source of Truth” Lesson 2: Building the Customer COE & the Quality Manager Roles Lesson 3: The Quality Process - Managing through Quality Gates
For internal use by CSC only
For internal use by CSC only
Lesson 4: Run SAP Overview Lesson 5: Customer COE and Enterprise Support
© SAP 2009 / Page 1
©SAP AG
E2E060
1-3
Customer COE and Single Source of Truth: Lesson Overview
Customer COE Overview
Certification of Customer COE
Required Documentation
Summary For internal use by CSC only
For internal use by CSC only
Customer Center of Expertise – “Single Source of Truth”
© SAP 2009 / Page 1
©SAP AG
E2E060
1-4
The Nature of Business Is Changing Business networks lead to increasing innovation and integration speed
» INCREASED SAP LANDSCAPE INTEGRATION
Business Networks No. of users
Manguistics
R/3 Legacy System
2000
2007
SAP landscapes become more sophisticated the more comprehensive & integrated they are
For internal use by CSC only
For internal use by CSC only
Every customer has mission-critical applications along with integration needs
To run these landscapes a new set of capabilities is required
2010
Optimized solution operations is the key success factor to manage speed of innovation and integration, risk and total cost of operations Æ Enabled by SAP Solution Manager Enterprise Edition © SAP 2009 / Page 1
©SAP AG
E2E060
1-5
These Changes Bring New Challenges More complexity and less control lead to cost & innovation challenges » CHALLENGE #1: Continuous Innovation
For internal use by CSC only
For internal use by CSC only
How to maintain innovation & competitive advantage with issues like: Supplier integration across the value chain Mergers & acquisitions Rapid growth Governance requirements Currency fluctuations Proliferation of new, enhanced technologies like SOA ….all of which require rapid & continuous technological improvement » CHALLENGE #2: Increased Cost & Risk
Downtime
Increasing Complexity is the #1 Cause of System Failure. Economist Intelligence Unit, 2007 30% of issues incur time-to-resolution of more than one day. Forrester, 2006 67% of mission-critical applications have more than 9 hours of downtime per month. The Standish Group ERP downtime costs $6,400 to $7,600 per minute. BMC, 2006
Effects Delay of invoicing Delay of company revenue Loss of employee productivity
© SAP 2009 / Page 1
©SAP AG
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SAP Customer Center of Expertise Awareness to Action SAP has compiled best practices for E2E Solution Operations based on experience from supporting customers for over three decades SAP is aware of customer pain points Change Management Requirements
Transparency on Processes & Apps
Solution Updates Optimize
Problem analysis
For internal use by CSC only
Build & Test
Operate
Monitoring
Deploy
Innovation Management Integration Testing Integration Validation
For internal use by CSC only
Incident Management
Design
Application Management
Pain points are addressed by best practices: SAP Standards for E2E Solution Operations
Software logistics
Quality Managers establish the Customer COE and leverage Run SAP
Implementation methodology for E2E Solution Operations: Run SAP Assessment & Scoping
Setup Operations
Design Operations
Operations & Optimization
Handover into Production
End to End Solution Operations
© SAP 2009 / Page 1
What is a “single source of truth”? - Leading system and QM organization provide the official or actual source of truth
E2E standards whitepapers can be found on the service marketplace at http://service.sap.com/supportstandards
RunSAP information can be found on the service marketplace at http://service.sap.com/runsap
©SAP AG
E2E060
1-7
Customer Center of Expertise Addressing Critical Challenges The Customer Center of Expertise drives transparency and integrated quality management for resolution of critical challenges across SAP solution operations
Standardize application management and establish a company-wide Quality Management structure as a Single Source of Truth
Integrate organizational units into one end-to-end quality management process Manage Quality Gates to meet defined quality standards Provide transparency to Top Issues across all organizational units – executing agreed resolution strategies BUSINESS Global Business Process Champion
Customer COE
Program Management Office (PMO)
End User, Key User
Regional Business Process Champion
For internal use by CSC only
For internal use by CSC only
Application Management QUALITY MANAGEMENT Integrated Q-Management, Single Source of Truth Custom Development
Business Process Operation
SAP Technical Operations
IT Infrastructure
IT © SAP 2008
©SAP AG
E2E060
1-8
Customer COE Organization Relevant Functions and Scope QM for Safeguarding
QM for Business Process Improvement Solution Management Assessment
Integration Validation Solution Documentation Safeguard implementations
& deployments Test Management
BUSINESS Global Business Process Champion Regional Business Process Champion
End User, Key User
Program Management Office (PMO)
QM for Business Continuity Remote
QM for Protection of Investment Modification Clearance Custom Code Maintainability Enhancement Packages Change Request Mgt
Application Management QUALITY MANAGEMENT Integrated Q-Management, Single Source of Truth Custom Development
Business Process Operation
SAP Technical Operations
Root Cause
Analysis System
Administration System
Monitoring Data
Consistency Mgt. IT Infrastructure
Incident Mgt.
IT
QM for Business Continuity Change Control Mgt Business Process and Interface Monitoring & Exception Handling Data Volume Management Job Scheduling Management
© SAP 2008
©SAP AG
E2E060
1-9
For internal use by CSC only
For internal use by CSC only
Supportability
Single Source of Truth Integrated Quality Management
Customer COE and Single Source of Truth: Lesson Overview
Customer COE Overview
Certification of Customer COE
Required Documentation
Summary For internal use by CSC only
For internal use by CSC only
Customer Center of Expertise – “Single Source of Truth”
© SAP 2008
©SAP AG
E2E060
1-10
Certification of Customer COE Organization Certification Scheme A phased approach to quality and continuous improvement in SAP solution operations Certification by SAP of the Customer COE Organization Basic functions relevant for primary certification
Functions relevant for advanced certification Integrated
Contract Support
Management
Business
of Innovation Requests
Planning
Continuity
–
RUN SAP methodology
–
SAP Standards for Solution Operations
Business
Process Improvement
Protection
of investment
Single Source of Truth and Accelerated Innovation © SAP 2009 / Page 1
KEY MESSAGE: A Customer COE organization can be certified on two levels: primary and advanced, where the advanced certification is an extension of the primary certification. •
SAP Customer COE Primary Certification
•
SAP Customer COE Advanced Certification
More detailed information about certification can be found on SAP Service Marketplace http://service.sap.com/coe
©SAP AG
E2E060
1-11
For internal use by CSC only
For internal use by CSC only
for implementation & major
deployments
Management
Coordination Service
Safeguarding
Desk
Information
Quality Management functions:
Certification of Customer COE Organization Requirements for Primary Certification Focus The focus of the primary certification is on enabling infrastructure and solid
foundational elements for SAP interaction.
Scope The audit validates existence of foundational elements of SAP solution
operations Relevant for all installations in a customer or customer group Customer schedules certification / re-certification with SAP.
Relevant Functions
For internal use by CSC only
For internal use by CSC only
Completed primary certification checklist Fulfillment and validation of basic functions: Contract Management Support Desk Information Management Coordination of Innovation Requests – ensuring quality management
for: – Modification clearance, Custom code maintainability and
upgradeability, development request management – Maintenance Optimizer, Maintenance certificate management. – Management of Enhancement Packages (EhP), Legal Change
(LCP), and Support Packages (Stacks). Service Planning
* formerly CCC Certification, plus additional requirements
Review
Primary Certification Checklist - online
© SAP 2009 / Page 1
KEY MESSAGE: Primary certification verifies that the basic functions and infrastructure for collaboration with SAP are in place.
For further information, refer to: •
http://service.sap.com/coe Æ Customer COE Program Æ Primary Certification
©SAP AG
E2E060
1-12
Certification of Customer COE Organization Requirements for Advanced Certification Focus The focus of the advanced certification is integrated quality management
and operational excellence based on the Run SAP methodology.
Scope Audit validates licensee’s SAP solution operations in accordance with SAP
For internal use by CSC only
For internal use by CSC only
standards and methodologies: RUN SAP methodology SAP Standards for Solution Operation Customer schedules certification / re-certification with SAP A valid primary certificate must be held by the Customer COE for all installations for the customer or customer group.
Relevant Functions Fulfillment and validation of Integrated Quality Management for: Safeguarding Integration Validation implementations and major
Advanced Certification
deployments Business Continuity – End-to-End Change Control – End-to-End Root Cause Analysis – End-to-End Business Process Integration & Automation
Management Business Process Improvement Protection of investment SAP reserves right to update certification requirements. © SAP 2009 / Page 1
KEY MESSAGE: The advanced certification of a Customer COE organization covers a broader scope of SAP solution operations.
NOTES: This certification validates that the Customer COE team has mastered the use of key functions, processes, roles, skills, and use of tools based on SAP standards for solution operations and the Run SAP methodology.
For further information, refer to: •
http://service.sap.com/coe Æ Customer COE Program Æ Advanced Certification
©SAP AG
E2E060
1-13
Certification of Customer COE Organization Conditions of the Advanced Certificate
Structure of the certification process: Remote
preparation collaboration
Operations
audit
ÎThe
Validity of certificate Two
years extension of your valid primary certification.
Delivery conditions for certification On-site
evaluation service
© SAP 2009 / Page 1
KEY MESSAGE: Gaining advanced certification for a Customer COE organization verifies that it has the necessary framework in place to support the adoption and execution of an integrated quality management based on the RUN SAP methodology.
©SAP AG
E2E060
1-14
For internal use by CSC only
For internal use by CSC only
successful audit leads to: advanced certification
Customer COE and Single Source of Truth: Lesson Overview
Customer COE Overview
Certification of Customer COE
Required Documentation
Summary For internal use by CSC only
For internal use by CSC only
Customer Center of Expertise – “Single Source of Truth”
© SAP 2009 / Page 1
©SAP AG
E2E060
1-15
Customer COE Required Documentation: Solutions The Solution Documentation standard defines the required documentation and reporting regarding the customer solution. Objects to be documented:
Solution landscape
Jobs
Reports and programs
Interfaces
SLAs
KPIs
Risks: No
documentation of landscape and software components
Inefficient
issue resolution due to unclear landscape setup
Inefficient
implementation planning due to lack of landscape knowledge
© SAP 2009 / Page 1
As solution landscapes are maintained and adapted to meet the business demands, planning and reporting of the respective initiatives and projects become a fundamental instrument for successful solution operations. This is the focus of the minimum documentation standard.
The key to successful landscape planning and operation is an accurate and complete description of the solution landscape itself with all business processes.
All reporting is based on this fundamental information, e.g. issue reporting.
This information is valuable to the various departments at the customer. Moreover, experts from SAP can utilize this information base.
©SAP AG
E2E060
1-16
For internal use by CSC only
For internal use by CSC only
Processes for solution operations
Customer COE Required Documentation: Top Issues Description Description: Solution xyz out of maintenance The
project inherits the xyz ERP solution, which is the legacy logistics system providing the order to fulfillment functions, along with two other logistics systems. XYZ provides Sales and AR data to the R/3 financial main system. There is no OEM support and maintanance for the xyz solution. There is no known immediate plan to replace xyz.
Business Impact:
Recommendations: Immediately
develop and test a contingency plan to handle business disruptions that may be caused by a xyz failure.
Evaluate
SAP ECC logistics functionality as a replacement for xyz in the immediate future.
Action Plan and Owner: Define
owner, responsibility, and dead line.
© SAP 2009 / Page 1
©SAP AG
E2E060
1-17
For internal use by CSC only
disruption to xyz will severely affect creation, shipment, and billing of customer orders. Financial Books cannot be closed as Sales/AR figures from xyz are not available in SAP ECC.
For internal use by CSC only
Any
Customer COE Required Documentation: Core Business Processes - In Solution Manager Z_CRM – C00 Create Sales Order(1)
Enterprise Resource
Plan.core – TT5
Create Sales Order(2) Check availability (3)
Procurement Process (5)
For internal use by CSC only
For internal use by CSC only
Run MRP (4)
Manufacturing Process (5)
Create Outbound Delivery (7)
Create Billing Document (8) Hopp ’n Malt
Post Goods Issue (9) GLOBAL BEVERAGES © SAP 2009 / Page 1
The Sales Order Process is one of the core business processes of The Beverage Sales division. A
procurement process as well as an interface to the manufacturing process (Beverage Production division) are connected to this process. In 2001 the Hopp´n Malt AG has introduced the SAP Solution Manager within all divisions. The SSM
is used up to now for business process monitoring of the core business processes as well as for system monitoring tasks and the creation of regular Early Watch Alert reports.
©SAP AG
E2E060
1-18
Customer COE Required Documentation: Systems and Technical Information - In Solution Manager
ERP
BI/EP
AS-ABAP ITS
AS-ABAP BI ITS
CRM
SLD
For internal use by CSC only
AS-Java
AS-ABAP ITS
AS-Java EP BI-Java BEx
For internal use by CSC only
Middleware
Business Scenario
AS-ABAP
SLD / Monitoring / System Connections
XI/PI AS-Java
Solution Manager Solution Manager Patch Application & Early Watch
AS-Java IPC
© SAP 2009 / Page 1
Landscape Reporting transaction SMSY Æ Utilities Æ Analysis
©SAP AG
E2E060
1-19
Customer COE Required Documentation: KPI Reporting Per Quality Manager
Quality Manager Lead Role Consolidated KPI Reporting to C-level Management (monthly) QM for Safeguarding Integration Validation
BUSINESS Global Business Process Champion Regional Business Process Champion
KPI Reporting
End User, Key User
Program Management Office (PMO)
For internal use by CSC only
For internal use by CSC only
QM for Business Process Monitoring & Improvement
KPI Reporting
Application Management
QUALITY MANAGEMENT Integrated Q-Management, Single Source of Truth
Custom Development
KPI Reporting
Business Process Operation
SAP Technical Operations
KPI Reporting
IT Infrastructure
QM for Protection of Investment
QM for Business Continuity
IT
© SAP 2009 / Page 1
KEY MESSAGE:
KPI reporting per QM area and consolidated to C-level management
KPI reporting needed to provide sustainability in execution
•
Follow-up on SAP recommendations
•
Dedicated ownership, responsibilities, and action plans
•
Evaluation and “securing of success” after improvements
Details in the next unit
©SAP AG
E2E060
1-20
Customer COE and Single Source of Truth: Lesson Overview
Customer COE Overview
Certification of Customer COE
Required Documentation
Summary For internal use by CSC only
For internal use by CSC only
Customer Center of Expertise – “Single Source of Truth”
© SAP 2009 / Page 1
©SAP AG
E2E060
1-21
Summary
Customer Center of Expertise helps customers to speak the same language as SAP. Provides the needed operational framework for dayto-day follow-up.
Enabling capabilities, thorough analysis and execution via action plans Providing company-wide transparency based on facts and measurable KPIs Reporting successes and roadblocks to IT Application Management, Business and company leadership (i.e. CIO) © SAP 2009 / Page 1
©SAP AG
E2E060
1-22
For internal use by CSC only
For internal use by CSC only
Quality Manager roles define essential components of the Customer Center of Expertise
Quality Management establishes the Customer Center of Expertise as Single Source of Truth Establishing the Customer COE (“Single Source of Truth”) – Unit Overview Lesson 1: Customer Center of Expertise – “Single Source of Truth” Lesson 2: Building the Customer COE & the Quality Manager Roles Lesson 3: The Quality Process - Managing through Quality Gates
For internal use by CSC only
For internal use by CSC only
Lesson 4: Run SAP Overview Lesson 5: Customer COE and Enterprise Support
© SAP 2009 / Page 1
©SAP AG
E2E060
1-23
Building the Customer COE & the Quality Manager Roles: Lesson Overview
“Single Source of Truth” and Quality Manager Lead Role
Quality Manager for Safeguarding Integration Validation
Quality Manager Business Continuity
Quality Manager for Business Process Improvement
Quality Manager for Protection of Investment
Summary
For internal use by CSC only
For internal use by CSC only
Building the Customer COE & the Quality Manager Roles Overview
© SAP 2009 / Page 1
©SAP AG
E2E060
1-24
Customer Center of Expertise What is “Single Source of Truth”? A leading system and a Quality Management organization that provides the official or actual source of truth A structured, comprehensive, unified and reliable collection of information about all projects in progress and the state of the productive SAP solution which in turn provides the basis for informed and fact-based customer decisions and actions during the complete solution life-cycle
Customer COE
Global Business Process Champion
End User,
Regional Business Process Champion
Key User
For internal use by CSC only
For internal use by CSC only
BUSINESS Program Management Office (PMO)
Application Management QUALITY MANAGEMENT Integrated Q-Management, Single Source of Truth Custom Development
Business Process Operation
SAP Technical Operations
IT Infrastructure
IT © SAP 2008
KEY MESSAGE:
The key elements of Quality Management build the foundation of the Single Source of Truth model. In particular, the elements are: •
Solution Documentation. The systems and the mission-critical processes of the company are documented and published.
•
Top Issue Reporting. The top issues are identified, known, communicated, and addressed with appropriate action plans for resolution.
Test Management. All changes introduced to production landscapes are known and properly tested before being imple-mented, including a full regression testing for larger changes.
Quality Gates. The Q-gates for critical implemen-tation and upgrade projects are defined, agreed upon, and eventually signed-off by all involved business owners and IT application owners.
©SAP AG
E2E060
1-25
Customer Center of Expertise The need for a Lifecycle Management System SAP Solution Manager Roadmap, Blueprint and Implementation Testing E-Learning Management
Template Development
Implementation Content
Business Processes
SAP ERP
IMPLEMENT OPERATE Business Process
S
n tio u l o
OPTIMIZE
Documentation
Solution Directory
Systems
SAP CRM
SAP APO
Other
© SAP 2009 / Page 1
Solution directory transaction is SOLMAN_DIRECTORY. •
Contains technical and functional information and documentation for a solution landscape, such as the production landscape systems and business processes
©SAP AG
E2E060
1-26
For internal use by CSC only
For internal use by CSC only
Solution Monitoring
Upgrade
ts jec o Pr
BPR
Service Delivery
Lifecycle Management Challenges The need for CCOE Quality Managers Change Management
•Missing governance, project management and integration between requirements management and software logistics
Solution Updates
•Missing guidance for upgrade projects •Handling of custom code during upgrade •Consistent SAP updates •Zero downtime during upgrades
Requirements
partner applications, system landscape
Design Application Management
Problem analysis in complex & diverse technology stacks
•Root-cause analysis across technology
Build & Test
Operate
Incident Management
•Missing support for mission critical processes •Exchange of required technical information •Involvement of partners in problem resolution Monitoring & System Administration
•Decentralized monitoring, alerting and service level reporting •Central system administration & job scheduling •Data volume management
Deploy
•Requirements management •Innovation discovery •Innovation w/o disruption •Project management Integration Testing
•Test in heterogeneous environments •Change Impact Analysis •Test Data Management, Test Automation
Integration Validation
•Data inconsistencies in complex system landscapes •Performance bottlenecks Software logistics
•Synchronized transport of ABAP, Java, .NET and C components •Complex and opaque transport situation
© SAP 2009 / Page 1
Challenge:
Development and Support of large and complex software applications can be a nightmare for companies of any size with budget overruns and delivery delays.
Also, as potential outsourcing's risks grow ever greater, the need for control by in-depth monitoring of disruptions and deviations is critical. If corporate data, intellectual property, and business processes are to remain stable, transparency in real time, becomes a necessity. The stability of a company's outsourcing practice depend on it.
Solution:
Ensure that challenges are met through adequate support processes and driven by CCOE Quality Managers.
Efficient Application Lifecycle Management should utilize the capabilities of SAP Solution Manager and establish a “Single Source of Truth”.
©SAP AG
E2E060
1-27
For internal use by CSC only
For internal use by CSC only
• Identification of core business processes • Central documentation of processes, custom code, Innovation Management
Optimize
stack from front-end down to database / OS level
Transparency on Processes & Apps
Customer Center of Expertise Quality Manager Lead Quality Manager Lead Enables: QM
frameworks for all four Quality Managers
Quality
Gates
for all Quality Management areas Ensuring highest quality service levels across the Application Management organization For internal use by CSC only
For internal use by CSC only
Standardization
Developing
and rolling out of Quality Standards and Quality Templates
Company-wide
(global) reporting on Quality Progress using facts and numbers Successes
and achievement
Value
and cost savings (qualitative, Quantitative) Top issues and road blocks C-Level
reporting is key
© SAP 2009 / Page 1
©SAP AG
E2E060
1-28
Customer Center of Expertise Additional Quality Management Roles Roles for Integrated Quality Management
Quality Manager (QM) for Safeguarding Integration & Validation: Implementations and Deployments
QM for Business Continuity: Operational challenges
QM for Business Process Improvement: Business Process Management
QM for Protection of Investment: Modification and Custom Code Management
Quality Management for Business Process Monitoring & Improvement
SAP equips each QM role with methodologies and tools to identify top issues. The methodologies and tools are the product of over 35 years of experience SAP has had to support mission-critical solutions.
Safeguarding for Protection of Investments
Integrated Quality Management
Quality Management for Safeguarding Implementations and Major Deployments
Safeguarding for Business Continuity
© SAP 2008
KEY MESSAGE: In order to establish a single, central source of truth and drive integrated quality
management, different roles in addition to the head of the Customer COE need to be adopted: NOTES: To achieve these goals different roles must be implemented within the Customer COE. Besides the
head of the Customer COE, who manages the team, manages process compliance, and takes responsibility for the team’s work, the following roles should be created and assigned to employees: Quality Management for safeguarding of implementations and major deployments. (Interfacing to the PMO) Quality Management for Business Process Improvement (interfacing to the Business process champions) Quality Management for business continuity - in close collaboration with Business process operations, SAP
Technology operations (NetWeaver, MS, DOT NET, etc), Quality Management for protection of investment - in close collaboration with Custom Development. Stakeholders in SAP Solution Operations: (IT side) On the technical side, the customer IT organization has to ensure that services provided by the SAP solution
are available for the business units. The application management team is in direct contact with the business units. It is responsible for implementing the business requirements and providing support for end users. To do so, the application management team is supported by other organizations within IT. Business process operations covers the monitoring and support of the business applications, their integration, and the automation of jobs. Custom development adjusts the solution to meet customer-specific requirements with special internal
developments. SAP technical operations is responsible for the general ad-ministration of systems and detailed system diagnostics. And the IT infrastructure organization provides the underlying IT infrastructure (such as network and
databases). Further specialization is possible within these organizations as well. For example, there may be individual experts for different applications within SAP technical operations.
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For internal use by CSC only
Besides the QM Lead of the Customer COE, who manages the team, manages process compliance, and takes responsibility for the team’s work, the following roles should be created and assigned to employees:
Stakeholders in SAP Solution Operations: (Business side)
On the business side, most stakeholders are end users. They use the implemented functionality to run their daily business. Some of the end users have special knowledge regarding the business applications. These key users provide first-level support for their colleagues. Business process champions have the lead role within the business units. They define how business processes are to be executed. A program management office communicates these requirements to the IT organization, decides on the financing of development and operations, and ensures that the requirements are implemented.
For internal use by CSC only
For internal use by CSC only
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Customer COE is the “Single Source of Truth” Quality Managers & SAP Solution Manager QM for Safeguarding
QM for Business Process Improvement Solution Management Assessment
Integration Validation Solution Documentation Safeguard implementations
& deployments Test Management
BUSINESS Global Business Process Champion Regional Business Process Champion
End User, Key User
Program Management Office (PMO)
QM for Business Continuity Remote
QM for Protection of Investment Modification Clearance Custom Code Maintainability Enhancement Packages Change Request Mgt
Application Management QUALITY MANAGEMENT Integrated Q-Management, Single Source of Truth Custom Development
Business Process Operation
SAP Technical Operations
Root Cause
Analysis System
Administration System
Monitoring Data
Consistency Mgt. IT Infrastructure
Incident Mgt.
IT
SAP SOLUTION MANAGER
QM for Business Continuity Change Control Mgt Business Process and Interface Monitoring & Exception Handling Data Volume Management Job Scheduling Management
© SAP 2009 / Page 1
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Supportability
Single Source of Truth Integrated Quality Management
Building the Customer COE & the Quality Manager Roles: Lesson Overview
“Single Source of Truth” and Quality Manager Lead Role
Quality Manager for Safeguarding Integration Validation
Quality Manager Business Continuity
Quality Manager for Business Process Improvement
Quality Manager for Protection of Investment
Summary
For internal use by CSC only
For internal use by CSC only
Building the Customer COE & the Quality Manager Roles Overview
© SAP 2009 / Page 1
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Quality Manager for Safeguarding Integration Validation Successful Deployments 1/2 BUSINESS Spread Sheet
EP 7.0
Global Business Process Champion
EP 6.0
Regional Business Process Champion
Siebel CRM
R/3
XI
Program Management Office (PMO)
End User, Key User
Application Management
QUALITY MANAGEMENT
Manugistics
Integrated Q-Management, Single Source of Truth R/3
Outlook External Web Peoplesoft HR
Documentum
Custom Development
R/3
Business Process Operation
SAP Technical Operations
IT Infrastructure IT
For internal use by CSC only
Measure
Optimize
Verify!
For internal use by CSC only
Assess
Quality Manager for Safeguard Integration Validation
The set-up and review of an integration test plan requires a comprehensive understanding of the implemented solution, including the software landscape, the core business processes, and all interfaces. Analyze and document the critical Business Processes ‘end to end’ Optimize
Testing, and Technical Correctness Measure solution performance to verify the results. 1
Major Implementation and Deployments Projects SAP Safeguarding Integration Validation process Quality Gates as part of methodology
© SAP 2009 / Page 1
KEY MESSAGE:
The QM is responsible for the quality of the implemented solution’s documentation, which must describe the software landscape, the core business processes, and all interfaces.…
Enforcing:
•
Analyze the Business Process “End to End”
•
Optimize Performance, Data Consistency, and Technical Correctness
NOTES: Reduce Risk in Implementations. All implementation projects are managed under budget and time constraints. Going Live no installed base solution is tuned. There is always a 30+% improvement opportunity with regard to data growth, response times and business process execution times.
Responsible for Quality Management of:
Test Management •
Verifying a schedule of testing with regards to the project plan
•
Review test environment
•
Evaluates the test results
Safeguarding Deployments •
Ensure Safeguarding for Implementation Projects
•
Ensure Integration Test Plans
•
Evaluate Business Processes and System Landscape
•
Identify mission-critical business processes, steps, and interfaces
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•
Ensure Top issue management using SAP Solution Manager including action plan(s) for Integration Validation
For internal use by CSC only
For internal use by CSC only
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Quality Manager for Safeguarding Integration Validation Successful Deployments 2/2 BUSINESS Spread Sheet
EP 7.0
Global Business Process Champion
EP 6.0
Regional Business Process Champion
Siebel CRM
R/3
XI
Program Management Office (PMO)
End User, Key User
Application Management
QUALITY MANAGEMENT
Manugistics
Integrated Q-Management, Single Source of Truth R/3
Outlook External Web Peoplesoft HR
Documentum
Custom Development
R/3
Business Process Operation
SAP Technical Operations
IT Infrastructure IT
For internal use by CSC only
Measure
Optimize
Verify!
For internal use by CSC only
Assess
Quality Manager for Safeguard Integration Validation
The set-up and review of an integration test plan requires a comprehensive understanding of the implemented solution, including the software landscape, the core business processes, and all interfaces. Analyze and document the critical Business Processes ‘end to end’ Optimize
Testing, and Technical Correctness Measure solution performance to verify the results. 1
Major Implementation and Deployments Projects SAP Safeguarding Integration Validation process Quality Gates as part of methodology
© SAP 2009 / Page 1
KPI areas to be reported monthly •
Test Management Reporting
•
Incident reporting
•
Top Issue reporting (incl. action plan for resolution)
Quality Manager’s Value to Customer •
Golive of Implementation and Upgrade projects on time and on budget!
•
Thoroughly tested software result in reliable and stable production environments – Causing significantly less incidents – Reducing significantly correction efforts
•
Test automation leads to high test quality while reducing workload for testers – Test cases re-usage for upcoming regression testing
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Quality Manager for Business Continuity Operational Stability and Lower TCO 1/2 BUSINESS
Data Volume Management
Business Process Performance Optimization
Global Business Process Champion
Job Scheduling Management
Regional Business Process Champion
End User, Key User
Program Management Office (PMO)
Application Management QUALITY MANAGEMENT Integrated Q-Management, Single Source of Truth Data Consistency Management
Business Process & Interface Monitoring
Custom Development
Operations
Business Process Operation
SAP Technical Operations
Quality Management for Business Continuity To ensure business continuity, enable standardization, process compliance and integration of all operation units. One end-to-end support process - integrated: change control methodology that identifies precisely which change impacts which core business process incident management and root-cause analysis solution for business processes, interfaces, and SAP technology capacity management for business processes and systems and end-to-end integration of the business process unit and SAP technology operations The Run SAP methodology facilitates the implementation of end-to-end solution operations. It supports best practices and provides content, services, training, and tools to perform end-to-end solution operations efficiently
2
Operational Issues Run SAP: End-to-End Solution Operations Fix Issues and Optimization of Operations
© SAP 2009 / Page 1
KEY MESSAGE:
QM for business continuity is in the application management unit and serves as the interface to the business process operation, SAP technology operations, and the IT infrastructure unit.
NOTES: Reduce Total Cost of SAP Operations. The daily challenge of maintaining the availability of IT service and support the business at a justifiable cost requires: Tools and monitoring to establish processes across organization and different locations. Collaboration sharing the same data and information as well as tracking of issues and results.
The QM for business continuity drives the processes to establish:…
One end-to-end integrated incident management and root-cause analysis solution for business processes, interfaces, and SAP technology
One end-to-end integrated change control methodology that identifies precisely which change impacts which core business process
One end-to-end integrated capacity management for business processes and systems
The end-to-end integration of the business process unit and SAP technology operations
Responsible for Quality Management of:
System Monitoring & System Administration •
Providing pro-active solution reporting using EarlyWatch Alert and tracking follow-up actions
Root Cause Analysis •
Providing standards for RCA execution
•
Tools, Methodologies, Documentation
•
Across company’s departments
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For internal use by CSC only
IT Infrastructure IT
•
Providing IT Reporting, Analytics, and Health checks including action plans / follow-ups
For internal use by CSC only
For internal use by CSC only
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Quality Manager for Business Continuity Operational Stability and Lower TCO 2/2 BUSINESS
Data Volume Management
Business Process Performance Optimization
Global Business Process Champion
Job Scheduling Management
Regional Business Process Champion
Program Management Office (PMO)
End User, Key User
Application Management QUALITY MANAGEMENT Integrated Q-Management, Single Source of Truth Data Consistency Management
Business Process & Interface Monitoring
Custom Development
Operations
Business Process Operation
SAP Technical Operations
Quality Management for Business Continuity To ensure business continuity, enable standardization, process compliance and integration of all operation units. One end-to-end support process - integrated: change control methodology that identifies precisely which change impacts which core business process incident management and root-cause analysis solution for business processes, interfaces, and SAP technology capacity management for business processes and systems and end-to-end integration of the business process unit and SAP technology operations The Run SAP methodology facilitates the implementation of end-to-end solution operations. It supports best practices and provides content, services, training, and tools to perform end-to-end solution operations efficiently
2
Operational Issues Run SAP: End-to-End Solution Operations Fix Issues and Optimization of Operations
© SAP 2009 / Page 1
Change Control Management •
Data Volume Management •
Defining and ensuring data growth monitoring, archiving procedures
Job Scheduling •
Providing operational guidelines for job control, exception handling, and re-start procedures
•
Ensuring monitoring of critical jobs
Implementation/Upgrade Tools •
Ensuring the integrity of moving dual-stack applications changes into production
Introducing the use of Solution Manager Roadmaps (for example, RunSAP, Upgrades)
Key Reporting •
IT Analytics and Health Checks (System Monitoring)
•
Planned and unplanned downtime outages (systems, applications & interfaces)
•
Report data storage usage and the effect of archiving or other strategies
•
Job chain execution and workload profile
•
Specific reporting on key projects (Upgrade / Implementations)
•
New and/or updated support processes & tools
Quality Manager’s Value to Customer •
Reduced time-to-resolution of critical issues
y High end-user satisfaction with high system performance ©SAP AG
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For internal use by CSC only
IT Infrastructure IT
y Reduced cost from reduced data volumes y Business availability from background job management y Higher IT-Support-employee satisfaction via empowerment
For internal use by CSC only
For internal use by CSC only
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Managing Business Continuity Quality Manager’s Perspective Remote Supportability Data Volume Management
Optimize business process flow and throughput
Job Scheduling Management Archiving MRP Run 1000 Backup MRP Run 2000 Transports MRP Run 3000
Billing Run Reorganization
Automate business process while considering time and HW restrictions System Monitoring & System Admin
For internal use by CSC only
For internal use by CSC only
Keep data growth & size under control
Service Level Reports Data Integrity & Transactional Consistency Management
Operations
Business Process & Exception Handling Mgt.
Change Control & Testing Mgt Proactively avoid or detect harmful data inconsistencies
Moving ABAP & non-ABAP changes
Proactively ensure reliable business process flow and throughput
© SAP 2009 / Page 1
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Quality Manager for Business Process Improvement Optimize Business Benefit 1/2 DMS Send Urgent Order
Create Sales Order
Perform Order Rescheduling(V_V2)
Create Outbound Delivery (VL10A)
Create Shipment (VT01N)
ERP
Global Business Process Champion Regional Business Process Champion
Application Management
Confirm Picking TO (LT11) In case of Discrepancies block Discrepancies on Bin in Storage Type 999
Custom Development
Business Process Operation
SAP Technical Operations
IT Infrastructure
For internal use by CSC only
For internal use by CSC only
Perform Billing (VF04)
Program Management Office (PMO)
Confirm Picking TO with difference
Create Picking Transfer Order (TO)
Post Goods Issue
End User, Key User
Quality Management for Business Process Improvement Technical business process operations monitoring Monitor
all queues, interfaces, workflows and batch jobs
100%
transparency and monitoring of business process exceptions 100% transparency of business process KPIs Data
3
consistency check framework Innovation Solution Management Assessment Business Process Management Managing Data Consistency
© SAP 2009 / Page 1
KEY MESSAGE: Alignment of IT to different business units is vital for maintaining enduser and business owner satisfaction as well as for understanding and resolving any issues that impede business processes.
NOTES: Optimize Business Benefit. A key value driver of SAP industry solutions is the automation of end to end business processes. Exceptions must be monitored closely in order to increase service and production levels (e.g. out of stock situations, incomplete deliveries, missing material for production etc.) An E2E Business Solution across several application components and data bases is nearly always inconsistent. The level of inconsistency depends on how fast queues, interfaces, workflows and batch jobs are processed. These inconsistencies must be managed to an acceptable level. QM for Business Process Improvement •
... analyze top issues in the SAP solution landscape
•
... Mapping top issues, requirements, and challenges to the functionality
•
... business process monitoring and exception handling
•
* Business process champions have the lead role within the business, defining the business requirements and how business processes are to be executed.
Responsible for Quality Management of:
Business Process Improvements •
Defining improvement potentials of all business processes across SAP and non-SAP components (including interfaces)
•
Aligning and enabling the process of identifying potential areas for improvements with the business process champions, IT Application Management, and SAP
•
Including also non-SAP applications and/or manual interventions into the scope
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•
Validating the improvements in terms of performance and other savings
For internal use by CSC only
For internal use by CSC only
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Quality Manager for Business Process Improvement Optimize Business Benefit 2/2 DMS Send Urgent Order
Create Sales Order
Perform Order Rescheduling(V_V2)
Create Outbound Delivery (VL10A)
Create Shipment (VT01N)
ERP
Global Business Process Champion Regional Business Process Champion
Application Management
Confirm Picking TO (LT11) In case of Discrepancies block Discrepancies on Bin in Storage Type 999
Custom Development
Business Process Operation
SAP Technical Operations
IT Infrastructure
For internal use by CSC only
For internal use by CSC only
Perform Billing (VF04)
Program Management Office (PMO)
Confirm Picking TO with difference
Create Picking Transfer Order (TO)
Post Goods Issue
End User, Key User
Quality Management for Business Process Improvement Technical business process operations monitoring Monitor
all queues, interfaces, workflows and batch jobs
100%
transparency and monitoring of business process exceptions 100% transparency of business process KPIs Data
3
consistency check framework Innovation Solution Management Assessment Business Process Management Managing Data Consistency
© SAP 2009 / Page 1
Service Level Agreement Definitions •
Aligning (defining) and report the business unit’s requirements and service level agreements (SLA) with the customers, internally and externally Key Reporting
•
Per identified mission-critical Business Processes
– Business Process Performance – Business Process Availability – Data inconsistencies reporting – Exception Reporting
Quality Manager’s Value to Customer •
Reduce cost through highly optimized business processes
•
Increased end user satisfaction through faster and more reliable business processes
•
Avoid costly potential business disruptions through business process monitoring
•
Avoid costly data clean up caused by data inconsistencies
•
Closing gaps between application management vision and as-is situation
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Quality Manager for Protection of Investment Accelerate Innovation 1/2 Protection of Investment
BUSINESS Global Business Process Champion Regional Business Process Champion
Business Driven Innovation New functionality can be deployed step by step to fulfill business needs or optimize existing business functions
Program Management Office (PMO)
Application Management QUALITY MANAGEMENT Integrated Q-Management, Single Source of Truth Custom Development 4
Business Process Operation
SAP Technical Operations
IT Infrastructure
For internal use by CSC only
For internal use by CSC only
SAP Technical Upgrade Commitment Every installed base customer solution can be upgraded to the next release. SAP provides all tools to manage the technical upgrade.
End User, Key User
IT
Quality Management for Protection of Investment Minimize costs and risk by applying regular and consistent updates of the technology stacks and application components as a non-event and value driver for the business Leverage built-in innovation with Enhancement Packages (EhP) Ensure customer code maintainability and upgradeability and avoid unnecessary modifications or custom developments. Minimize test efforts with change impact analysis - tests only the software program components of the business processes that have been changed
4
Innovation Optimized custom development & modification clearance Upgrades and Enhancement Packages Maintenance Release Strategy (Support Packages)
© SAP 2009 / Page 1
KEY MESSAGE: The main goal of the QM for protection of investment is to perform regular updates to the technology framework and application components.…
NOTES: Protect the SAP Investment: A core value of SAP products is the continuous update to the next business best practices of all SAP industry solutions and updating technologies stacks to their latest versions as well as timely implementation of all legal requirements. These updates are provided by the enhancement packages and legal change packages. In order to implement SAP Continuous Improvement the cost and risk of applying support -, legal change- and enhancement packages must be minimized. Costs are mostly driven by conflict resolution with custom code and custom specific usage as well as the overall testing effort. Risk derives from unforeseen side effects. •
As the main interface to Custom Development, the QUALITY MANAGER FOR PROTECTION OF INVESTMENT is responsible for establishing:
•
A link with SAP to perform modification justification checks and custom code maintainability checks
•
An efficient and reproducible procedure for conflict resolution
•
Automated, low-cost testing of core business processes
•
Minimum downtime of the production landscape
•
Rapid creation of low-cost test landscapes
Responsible for Quality Management of:
Upgrade and System Maintenance •
Determine optimal upgrade, Support Stack, Support Package and EHPs update strategy
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– Prevent releases from reaching extended or out-of maintenance status – Maintain regular company-wide system maintenance windows to optimize releases, patchlevels, support-pack & EhP levels, kernel patches, etc.
For internal use by CSC only
For internal use by CSC only
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Quality Manager for Protection of Investment Accelerate Innovation 2/2 Protection of Investment
BUSINESS Global Business Process Champion Regional Business Process Champion
Business Driven Innovation New functionality can be deployed step by step to fulfill business needs or optimize existing business functions
Program Management Office (PMO)
Application Management QUALITY MANAGEMENT Integrated Q-Management, Single Source of Truth Custom Development 4
Business Process Operation
SAP Technical Operations
IT Infrastructure
For internal use by CSC only
For internal use by CSC only
SAP Technical Upgrade Commitment Every installed base customer solution can be upgraded to the next release. SAP provides all tools to manage the technical upgrade.
End User, Key User
IT
Quality Management for Protection of Investment Minimize costs and risk by applying regular and consistent updates of the technology stacks and application components as a non-event and value driver for the business Leverage built-in innovation with Enhancement Packages (EhP) Ensure customer code maintainability and upgradeability and avoid unnecessary modifications or custom developments. Minimize test efforts with change impact analysis - tests only the software program components of the business processes that have been changed
4
Innovation Optimized custom development & modification clearance Upgrades and Enhancement Packages Maintenance Release Strategy (Support Packages)
© SAP 2009 / Page 1
Change Request Management •
Custom Code Management •
Ensuring standardized change request, change management, and transport procedures independent of programming language (ABAP, J2EE) Replacing custom-code with SAP standard solutions within new EhPs
Key Reporting •
Support stack level of all business applications (incl. Non-SAP)
•
Technical landscape information (Systems and OS, DB versions)
•
Maintenance windows
Quality Manager’s Value to Customer •
Ensuring SAP and Support Package Stacks are not older than one year – Quicker resolution to problems that otherwise require the application of newer Support Package or patch statuses
•
Business benefits of new functionality in EhPs
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Building the Customer COE & the Quality Manager Roles: Lesson Overview
“Single Source of Truth” and Quality Manager Lead Role
Quality Manager for Safeguarding Integration Validation
Quality Manager Business Continuity
Quality Manager for Business Process Improvement
Quality Manager for Protection of Investment
Summary
For internal use by CSC only
For internal use by CSC only
Building the Customer COE & the Quality Manager Roles Overview
© SAP 2009 / Page 1
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Customer COE is the “Single Source of Truth” Quality Managers & SAP Solution Manager QM for Safeguarding
QM for Business Process Improvement Solution Management Assessment
Integration Validation Solution Documentation Safeguard implementations
& deployments Test Management
BUSINESS Global Business Process Champion Regional Business Process Champion
End User, Key User
Program Management Office (PMO)
QM for Business Continuity Remote
QM for Protection of Investment Modification Clearance Custom Code Maintainability Enhancement Packages Change Request Mgt
Application Management QUALITY MANAGEMENT Integrated Q-Management, Single Source of Truth Custom Development
Business Process Operation
SAP Technical Operations
Root Cause
Analysis System
Administration System
Monitoring Data
Consistency Mgt. IT Infrastructure
Incident Mgt.
IT
SAP SOLUTION MANAGER
QM for Business Continuity Change Control Mgt Business Process and Interface Monitoring & Exception Handling Data Volume Management Job Scheduling Management
© SAP 2009 / Page 1
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Supportability
Single Source of Truth Integrated Quality Management
Summary Single Source of Truth is established through Quality Management (I.E. defined roles, responsibilities, and reporting) and a leading system (I.E. solution documentation, business process)
QM Business Continuity enables uninterrupted business processes and reliable production environments QM Business Process Improvement enables highly optimized business processes while preventing business process interruptions QM Protection of Investment lowers (hidden) maintenance cost and unplanned system downtimes
© SAP 2009 / Page 1
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QM Safeguarding Integration Validation ensures highest quality implementations and testing strategies
Quality Management establishes the Customer Center of Expertise as Single Source of Truth Establishing the Customer COE (“Single Source of Truth”) – Unit Overview Lesson 1: Customer Center of Expertise – “Single Source of Truth” Lesson 2: Building the Customer COE & the Quality Manager Roles Lesson 3: The Quality Process - Managing through Quality Gates
For internal use by CSC only
For internal use by CSC only
Lesson 4: Run SAP Overview Lesson 5: Customer COE and Enterprise Support
© SAP 2009 / Page 1
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Quality Process - Managing through Quality Gates: Lesson Overview
Q-Gates: Overview and Process
Q-Gate “Design-to-Build”
Q-Gate “Build-to-Test”
Q-Gate “Test-to-Deploy”
Q-Gate “Deploy and Operate”
Summary
For internal use by CSC only
For internal use by CSC only
The Quality Process – Managing Through Quality Gates
© SAP 2009 / Page 1
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Establishing a Single Source of Truth
Business Configuration and Business Continuity
Business Continuity
Accelerate Innovation QM for Protection of Investment Optimize Business Benefit QM for Business Process Improvement
Maintenance of SAP solutions
Q-Gate
Requirements
Documentation of Solution incl.custom code Q-Gate
Improvements of solutions Application Management
For internal use by CSC only
Q-Gate Build & Test
Operate
Solution Configuration Test Management
Business Process Operations Incident & Problem Management
Innovation Management
For internal use by CSC only
Q-Gate
SAP Technical Operations
Design
Optimize
Upgrade
Q-Gate
Deploy
Q-Gate
IT Reporting
Deployment of solution updates
Reduce Total Cost of operation QM for Business Continuity
Business Configuration
Safeguarding Implementations & Deployments QM for Safeguarding Integration Validation © SAP 2008
“Single Source of the Truth” is a structured, comprehensive, unified and reliable collection of information about all projects in progress and the state of the productive SAP solution which in turn provides the basis for informed and fact-based customer decisions and actions during the complete solution life-cycle.
To establish the Single Source of Truth, customer needs to: •
Establish a CCOE with Quality Managers focusing on specific areas in the life-cycle
•
identify which business requirements have priority to be fulfilled
•
map these business requirements to SAP functionality and processes
•
check if the SAP solution fulfill the technical requirements for the EhP installation
•
blueprint, configure and test the processes to be implemented or improved
•
define the automation of these processes if possible
•
define business and technical KPI’s and set up an appropriate monitoring of these KPIs
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Quality Gate Process Quality Gate Open
Quality Gate
Test
Quality Gate Document
Quality Managers Ensure
Quality Gate transition criteria
Quality Steering Board
Customer COE Experts, such as Technical Team Members, Testers
For internal use by CSC only
For internal use by CSC only
Build
Customer COE Experts, such as Business Process Champions, Functional Team Members, Developers
Quality Gate Passed
Confirm / reject
Quality Manager recommendation
Quality Gate
rating
SAP Solution Manager Project using Quality Gate Management © SAP 2009 / Page 1
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Quality Process - Managing through Quality Gates: Lesson Overview
Q-Gates: Overview and Process
Q-Gate “Design-to-Build”
Q-Gate “Build-to-Test”
Q-Gate “Test-to-Deploy”
Q-Gate “Deploy and Operate”
Summary
For internal use by CSC only
For internal use by CSC only
The Quality Process – Managing Through Quality Gates
© SAP 2009 / Page 1
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Quality Gates for Key Phases Optimize Build
Test
Deploy
Requirements Extend Solution SAP Updates
Design to Build
Custom Dev. Partner solutions
Unit Tests
Functional and technical feasibility
Prepare Solution Operations Solution Docu Enablement of
Build to Test
Execution of Functional and User Acceptance Tests
Test to Deploy Data Consistency Q-GATE: “Test-to-Deploy” Checks - Test Management - Change Management Performance Tests - Integration Validation
Standards for Q-GATE: “Build to Test” Solution - Solution Configuration Operations Prepare Tests Test Scope
Identification Test Requirements Test System Setup Test Planning
Q Gate
Q-GATE: “Deploy & Operate” - Incident Management - Solution Monitoring
Transports in Cycles
Final Transport
Handover to Production
Collaboration and Project Controlling © SAP 2009 / Page 1
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For internal use by CSC only
Functional and Q-GATE: “Design-to-Build” blueprint -technical Solution Documentation
Q Gate
Incident & Problem Mgmt. and Root Cause Analysis
Requirements from business Departments
Q Gate
Incident & Problem Mgmt. and Root Cause Analysis
Design
Quality Gate Management: SAP Solution
Manager New Enhancement Pack 1 Functionality SAP Solution Manager Business Process and Interface Monitoring
Overview Projects
Help Change Management
Choose Project All Graphical View
Root Cause Analysis
Implementation/Upgrade
List View
Project Status
Job Job Management Management
Phase: All
Choose ChangeAll Alerts
Changes Hot News
Add Project
Remove Project
Create Change
Maintenance Optimizer Test Management Reports d Common Tasks
For internal use by CSC only
For internal use by CSC only
New Project New Change New Maintenance Transaction d Related Services System Landscape Transport Management System Project Administration Transaction Monitor Tasks Lists - ChaRM d Related Links SAP Online Help SAP Service Marketplace
Project Quality
and Quality Gate Calendar Gate Maintenance with Segregation of Duties (SoD)
© SAP 2009 / Page 1
All activities described in the Quality Gate Management process are planned to be supported by EhP1 for SAP Solution Manager Enterprise Edition 7.0. Beside the known capabilities, such as Change Request Management, Test Management and Incident Management, several new capabilities are available:
Quality Gate Management to provide complete transparency regarding changes and to enable formal transitions from one phase to another via Quality Gates
Synchronized Transport Management to collect changes and transport requests from all development workbenches and for all SAP supported development environments (ABAP, Java, .NET, C/C++). Transports from various systems can be transported in a synchronized fashion to guarantee availability of all depending developments and changes in subsequent target system landscapes.
Work Center “Change Management” with new capabilities List views as well as calendar views for all Q-Gates, Changes and Transports
Test Management related new capabilities such as Business Process Change Analyzer.
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Quality Gates
For internal use by CSC only
For internal use by CSC only
SAP Solution Manager Q-Gates
DEMO © SAP 2009 / Page 1
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Quality Process - Managing through Quality Gates: Lesson Overview
Q-Gates: Overview and Process
Q-Gate “Design-to-Build”
Q-Gate “Build-to-Test”
Q-Gate “Test-to-Deploy”
Q-Gate “Deploy and Operate”
Summary
For internal use by CSC only
For internal use by CSC only
The Quality Process – Managing Through Quality Gates
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Summary
Quality Gates ensure exit criteria is met and critical tasks are performed before moving on to the next phase
Quality Managers should ensure that exit criteria is met and Q-Gates not released until verified
Q-Gate status should be in included in the KPIs reported to upper management The Q-Gate concept should be used even if not implemented in SAP Solution Manager
© SAP 2009 / Page 1
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For internal use by CSC only
For internal use by CSC only
Q-Gates should be part of any major deployment or project, including Run SAP projects
Quality Management establishes the Customer Center of Expertise as Single Source of Truth Establishing the Customer COE (“Single Source of Truth”) – Unit Overview Lesson 1: Customer Center of Expertise – “Single Source of Truth” Lesson 2: Building the Customer COE & the Quality Manager Roles Lesson 3: The Quality Process - Managing through Quality Gates
For internal use by CSC only
For internal use by CSC only
Lesson 4: Run SAP Overview Lesson 5: Customer COE and Enterprise Support
© SAP 2009 / Page 1
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Implement End-to-End Solution Operations with Run SAP
Run SAP is “ASAP for Operations” It provides Best Practices, Content, Services, Training and tools for End-to-End Solution Operations
Run SAP
For internal use by CSC only
Define central End-toEnd operations tasks
Trainings & Certification
Roadmap Accelerate the implementation of End-to-End operations
For internal use by CSC only
SAP Standards for Solution Operations
Provide up-to-date skills for the ecosystem
Services Engage SAP to implement End-to-End operations
SAP Solution Manager Provides all tools for End-to-End operations
Run SAP facilitates the implementation of End-to-End Solution Operations © SAP 2009 / Page 1
By leveraging the RunSAP methodology with it’s standards and best practices you will benefit from the experience of the SAP.
This helps to avoid errors, mitigate risks, increase the availability and performance of the SAP solution, to smoothen and accelerate the process flow, enables automation and hence a reduction of cost of operations.
By implementing E2E Solution Operations with RunSAP and SAP Standards SAP guarantees Business Process Availability, Business Process Performance, Data consistency and transparency, as well as maintainability and upgradeability.
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SAP shares world class support knowledge for End-to-End Operations
SAP Standardizes End-to-End Solution Operations
SAP Standards for Solution Operations: Define mission-critical operations processes For internal use by CSC only
Best Practices and Implementation Roadmaps Based on a general organizational model Trainings/Certifications
For internal use by CSC only
Provide
are available
Available
for download at http://service.sap.com/supportstandards
The standards allow to set up best-in-class operations © SAP 2009 / Page 1
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SAP provides aligned methodologies along the solution lifecycle Run SAP provides a proven methodology to optimize the implementation and ongoing management of End-to-End Solution Operations. Assessment & Scoping
Business Blueprint
Realization
End to End Solution Operations
Handover into Production
Final Preparation
For internal use by CSC only
For internal use by CSC only
Design Operations
Project Preparation
Operations & Optimization
Setup Operations
Continuous Change Go Live & Support
AcceleratedSAP (ASAP) provides a proven methodology to streamline implementation and upgrade projects. © SAP 2009 / Page 1
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Run SAP is a phased methodology based on world-class knowledge Run SAP Phases
End-to-End Solution Operations
Enterprise SOA Readiness
Run SAP Assessment and Scoping Assessment & Scoping
Scope definition Technical requirements and architecture Project setup Governance model for operations Solution transition to enterprise SOA
Setup of Operations
Handover into Production
End-user support concept
End-user support implementation
Knowledge transfer training and certification
Change management concept Application management concept
Change Final testing and management sign-off implementation Run SAP Application Implementation Handover management implementation
Business process operations concept Custom Dev. management concept
Business process operations implementation Custom Dev. management implementation
Technical operations concept Technical infrastructure design
Technical operations implementation Technical infrastructure implementation
Go live of operations
Operations and Optimization
End-user support
For internal use by CSC only
For internal use by CSC only
Operational requirements analysis
Design of Operations
Change management Application management Custom development management Business process operations Technical operations Technical infrastructure management
© SAP 2009 / Page 1
©SAP AG
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For internal use by CSC only
For internal use by CSC only
Run SAP Roadmap Drives the Implementation of E2E Standards
In SAP Solution Manager –Transaction RMMAIN –select Roadmap Run SAP © SAP 2008
©SAP AG
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For internal use by CSC only
For internal use by CSC only
Run SAP Project Plan Tool demo (SMP): How to use the Run SAP project plan tool
© SAP 2009 / Page 1
Go to: service.sap.com/runsap - > „Run SAP Short Assessment”
©SAP AG
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For internal use by CSC only
For internal use by CSC only
Run SAP Run SAP Short Assessment Tool
DEMO © SAP 2009 / Page 1
©SAP AG
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Quality Management establishes the Customer Center of Expertise as Single Source of Truth Establishing the Customer COE (“Single Source of Truth”) – Unit Overview Lesson 1: Customer Center of Expertise – “Single Source of Truth” Lesson 2: Building the Customer COE & the Quality Manager Roles Lesson 3: The Quality Process - Managing through Quality Gates
For internal use by CSC only
For internal use by CSC only
Lesson 4: Run SAP Overview Lesson 5: Customer COE and Enterprise Support
© SAP 2009 / Page 1
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Customer COE and Enterprise Support: Lesson Overview
What is Enterprise Support?
Customer COE Unlocks the potential of Enterprise Support
Summary
For internal use by CSC only
For internal use by CSC only
Customer COE and Enterprise Support
© SAP 2009 / Page 1
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SAP Enterprise Support Holistic support model to enable continuous improvement & successful solution operations at lower risk & cost 1/2 SAP Enterprise Support manages innovation and integration in SAP solution landscapes Innovation
Enabling:
Innovation with minimized disruption
New & improved functionality Optional, new software components
Continuous improvement
Test effort reduction
Innovation Continuous Improvement
Preconfigured test template
Test cases
End-to-End Solution Operations
Managing & Empowering: Innovation
Lifecycle management
Industry-leading best practices
Run SAP methodology for end-to-end solution operations
Consulting, training, and certification available as additional offerings
SAP Solution Manager, enterprise edition, and the SAP service infrastructure platform
On demand 7 x 24 support integration (Ecosystem)
SAP Service Marketplace
Business process monitoring
Integration
Custom code management
Risk
Remote supportability
Diagnostics
Data Integrity & Transactional Consistency
Continuous quality checks
Mission Critical Process
Robust SLAs
Solution Optimization
Support advisory
Ecosystem Integration
7 x 24 root cause analysis
Root cause analysis for custom code
TCO
Run SAP
Mission-Critical Support
Supporting & Collaborating:
Global Support Backbone
© SAP 2009 / Page 1
Innovation lifecycle meaning how to realize new functionality (without large scale upgrade, more focused testing on new functionality, etc)
Large scale Upgrades no longer needed to realize new functionality
Enhancement pack strategy allows for functionality to be turned on business case by business case via the new switch framework
The cost of realizing and deploying new functionality is cheaper due to elimination of large scale upgrades and the ability to have reduced testing scope •
5 Days – Solution Architects – ALL ES Customers for customers implementing an enhancement pack
•
Enterprise Support includes Tools and Services to help customers take advantage of Enhancement Packs.
•
Special support and check procedures to make ISV solutions and custom code conflict free to enhancement packages.
•
Modification Justification Check
•
Custom Code maintainability
Business Process Change Analyzer:
Switch Framework:
Key Messages -
Upgrade commitment under ES
Previous release to the new release – custom code
©SAP AG
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For internal use by CSC only
For internal use by CSC only
Protection of Investment
Protection of Investment Extended Maintenance Support to ensure enhancement packages and custom code/modifications work without conflicts Assistance evaluating innovation potential from enhancement packages Shipment of SAP Business Solution Configuration Content
SAP Enterprise Support Holistic support model to enable continuous improvement & successful solution operations at lower risk & cost 2/2 SAP Enterprise Support manages innovation and integration in SAP solution landscapes Innovation
Enabling:
Innovation with minimized disruption
New & improved functionality Optional, new software components
Continuous improvement
Test effort reduction
Innovation Continuous Improvement
Preconfigured test template
Test cases
End-to-End Solution Operations
Managing & Empowering: Innovation
Lifecycle management
Industry-leading best practices
Run SAP methodology for end-to-end solution operations
Consulting, training, and certification available as additional offerings
SAP Solution Manager, enterprise edition, and the SAP service infrastructure platform
On demand 7 x 24 support integration (Ecosystem)
SAP Service Marketplace
Business process monitoring
Integration
Custom code management
Risk
Remote supportability
Diagnostics
Data Integrity & Transactional Consistency
Continuous quality checks
Mission Critical Process
Robust SLAs
Solution Optimization
Support advisory
Ecosystem Integration
7 x 24 root cause analysis
Root cause analysis for custom code
TCO
Run SAP
Mission-Critical Support
Supporting & Collaborating:
For internal use by CSC only
For internal use by CSC only
Protection of Investment
Protection of Investment Extended Maintenance Support to ensure enhancement packages and custom code/modifications work without conflicts Assistance evaluating innovation potential from enhancement packages Shipment of SAP Business Solution Configuration Content
Global Support Backbone
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Foundation for Operational Innovation
SAP Enterprise Support provides continuous enhancement and optimization 1/2
Cost
Traditional SAP Application Innovation Lifecycle
New SAP Application Innovation Lifecycle
Upgrade
Support Support Upgrade Package Package
SAP System
Release Upgrade
Support Package
Maintenance: Support Package Stack
For internal use by CSC only
Corrections, Mandatory Technically a set of Support Packages and patches
Enhance ment Package
Enhance ment Package
New: SAP enhancement packages for SAP ERP New & improved functionality Optional, new software components Activate new functionality in Switch
Framework via Business Function
Support to ensure enhancement packages and custom
code/modifications work without conflicts Assistance evaluating innovation potential from enhancement
packages Shipment of SAP Business Solution Configuration Content Preconfigured test templates and test cases
SAP Enterprise Support Deliverables
!
Install SAP enhancement packages combined with Support Pack Stack as a maintenance activity with only minor additional effort
© SAP 2009 / Page 1
Suggestion: Customer Interaction Here? How many of us had upgrades gone wrong? Testing gone wrong?
Key Messages –
Innovation lifecycle meaning how to realize new functionality (without large scale upgrade, more focused testing on new functionality, etc)
Large scale Upgrades no longer needed to realize new functionality
Enhancement pack strategy allows for functionality to be turned on business case by business case via the new switch framework
The cost of realizing and deploying new functionality is cheaper due to elimination of large scale upgrades and the ability to have reduced testing scope
5 Days – Solution Architects – ALL ES Customers for customers implementing an enhancement pack
Enterprise Support includes Tools and Services to help customers take advantage of Enhancement Packs.
Special support and check procedures to make ISV solutions and custom code conflict free to enhancement packages.
Modification Justification Check
Custom Code maintainability
Business Process Change Analyzer:
Switch Framework:
Key Messages -
©SAP AG
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For internal use by CSC only
Legal/Tax Changes,
SAP ERP (ECC 6.0)
Enhance ment Package
Upgrade commitment under ES
Previous release to the new release – custom code
For internal use by CSC only
For internal use by CSC only
©SAP AG
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Foundation for Operational Innovation SAP Enterprise Support provides continuous enhancement and optimization 2/2
Cost
Traditional SAP Application Innovation Lifecycle
New SAP Application Innovation Lifecycle
Upgrade
SAP System
Support Support Upgrade Package Package
Release Upgrade
Support Package
Maintenance: Support Package Stack
For internal use by CSC only
Corrections, Mandatory Technically a set of Support Packages and patches
Enhance ment Package
Enhance ment Package
New: SAP enhancement packages for SAP ERP New & improved functionality Optional, new software components Activate new functionality in Switch
For internal use by CSC only
Legal/Tax Changes,
SAP ERP (ECC 6.0)
Enhance ment Package
Framework via Business Function
Support to ensure enhancement packages and custom
code/modifications work without conflicts Assistance evaluating innovation potential from enhancement
packages Shipment of SAP Business Solution Configuration Content Preconfigured test templates and test cases
SAP Enterprise Support Deliverables
!
Install SAP enhancement packages combined with Support Pack Stack as a maintenance activity with only minor additional effort
© SAP 2009 / Page 1
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Test Optimization Improve and optimize end-to-end testing SAP Solution Manager enterprise edition assists customer’s testing activities: Pre-configured Test
administration for SAP software via SAP Solution Manager
Quality
management for management of “quality-gates"
Automatic SAP
testing via tools provided by SAP
provided tools to assist with optimizing regression test scope:
Identify business processes affected planned SAP software changes and make recommendations for the test scope as well as generating test plans
Planned Change Event
Business Process Change Analyzer Impact
analysis of planned changes on critical business processes
Test Planning Recommended
suitable test cases Build
test plan
For internal use by CSC only
For internal use by CSC only
test templates and test cases
Test Execution Manual
tests
Automated
tests
via Ecatt Automated
test via 3rd party test tools
© SAP 2009 / Page 1
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SAP Enterprise Support: Custom Code Support (Delivered in Three Parts) Custom Code Maintainability Check:
Mission-Critical Support: Root-cause analysis for priority "very high" and "high" messages
For internal use by CSC only
For internal use by CSC only
Modification Clearance/ Justification Check:
SAP Requirements: SAP Solution Manager enterprise edition assists customer’s testing activities: Based
on required minimum documentation standard and documented in Solution Manager.
Code
must be built using SAP Development Workbench.
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Run SAP Curriculum:Methodology and E2E Solution Operations Courses Level 2 Standards
Level 1 Methodology How to Use
Business Configuration
Business Continuity E2E040 (2d ILT): Run SAP – End-toEnd Solution Operations
Quality Management
E2E100 (5d ILT): E2E Root Cause Analysis Application Management E2E200 (5d ILT): E2E Change Control Management *E2E220 (3d ILT): Test Management Business Process Operations E2E300 (5d ILT): Solution Support Business Process Program Management Office
E2E060 (3d ILT): Customer Center of Expertise
E2E400 (3d ILT): Technical Upgrade Management & Unicode Conversion
Application Management & Tech Operations SM100 (5d ILT): SAP Solution Manager for Operations of SAP Solutions Application Management
For internal use by CSC only
For internal use by CSC only
SMI310 (3d ILT): SAP Solution Manager: Implementation Methodology and Tools in Detail
Application Management & Tech Operations
How to Configure
SM200 (5d ILT): SAP Solution Manager Change Request Management Business Process Operations SM300 (3d ILT): SAP Solution Manager Business Process Monitoring
Custom Development *E2E500 (3d ILT): Custom Development Management
* E2E220 & E2E500 are scheduled to be released Q2 2009
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SAP Enterprise Support: Mission Critical Support Service Level Agreement
Continuous Quality Check
Service Level Agreement
Productive environment Initial reaction
Priority 1 1 hour
-
***A correction, a work-around, or an action plan
Support Advisory
24 x 7 Root Cause Analysis
SAP Support Back Office
Customer
SAP Support Advisory Center SAP Support Experts © SAP 2009 / Page 1
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For internal use by CSC only
For internal use by CSC only
Corrective action** 4 hours
Priority 2 4 hours
For internal use by CSC only
For internal use by CSC only
QM for Protection of Investment Follows SAP’s Release Strategy
© SAP 2009 / Page 1
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SAP Enterprise Support Value-Add Report
SAP Enterprise Support
Run SAP
End-to-End Solution Operations
MissionCritical Support
For internal use by CSC only
For internal use by CSC only
Innovation & Protection of Investment
Global Support Backbone
SAP Ecosystem
© SAP 2009 / Page 1
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SAP Enterprise Support Sample: SAP Enterprise Support Report SAP Enterprise Support Report Table of Contents Innovation & Protection of Investment
End-to-End Solution Operations
Mission-Critical Global Support Support Backbone
Executive Summary...........................................1
1. Innovation & Protection of Investment...............2 2. End-to-End Solution Operations........................3 3. Run SAP............................................................4 4. Mission-Critical Support......................................5 5. Global Support Backbone..................................6
For internal use by CSC only
Appendix............................................................7
CHAPTER 1: Innovation & Protection of Investment Provides an overview about innovation potential of the landscape and possible activities to protect the investments. Maintenance Actual Maintenance Status Software Component Versions Conflict Avoidance Conflicts during upgrade Modified and Customer Objects eSOA usage © SAP 2008
What challenges can be found in Enterprise Support Report?
What tasks can the QM for Protection of Investment perform to address the findings in the report?
©SAP AG
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For internal use by CSC only
SAP Ecosystem
Customer COE and Enterprise Support: Lesson Overview
What is Enterprise Support?
Customer COE Unlocks the potential of Enterprise Support
Summary
For internal use by CSC only
For internal use by CSC only
Customer COE and Enterprise Support
© SAP 2009 / Page 1
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Customer COE Unlocks the Potential of Enterprise Support
BUSINESS Global Business Process Champion Regional Business Process Champion
End User, Key User
Program Management Office (PMO)
Integrated Q-Management, One source of the Truth Custom Development
Business Process Operation
For internal use by CSC only
For internal use by CSC only
Application Management QUALITY MANAGEMENT SAP Technical Operations
IT Infrastructure
IT
Customer COE Charter
Single Source of the Truth Integrated Quality Management Accelerated Innovation & Support
© SAP 2009 / Page 1
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Innovation in SAP Solution Manager Enterprise Edition Change Management
SAP Collaboration Service Content Updates
Assigning Structure nodes to Change Procedures
Management of Custom Code
Retrofitting Transports
Custom Code Management Cockpit
Displaying and Printing Digitally-Signed Documents
Transparency on Processes & Apps
Solution Updates Maintenance Optimizer for Enhancement packages
For internal use by CSC only
Optimize
Solution Documentation Assistant Template Management Design
Application Management
Full coverage of all mainstream SAP products
Innovation Management
For internal use by CSC only
Problem analysis in complex & diverse technology stacks
Requirements
Quality Management
E2E Trace for SAP GUI End User Experience Monitoring
Build % test
Operate Deploy
Incident Management Monitoring & System Administration
Integration Testing Test Workbench Enhancements Risk based testing Business Process Change Analyzer
Integration Validation
Manage job scheduling with Job Request
End User Experience Monitoring
Job Import into Job Documentation
Software logistics © SAP 2009 / Page 1
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The Value of SAP Enterprise Support for your IT is enabled by deployment of SAP Solution Manager Enterprise Edition SAP Solution Manager Enterprise Edition – Key Capabilities & Pre-Requisites to Deploy SAP Solution Manager Key Capabilities and Scenarios
Root Cause Analysis for Custom Code
SAP Solution Manager Scenarios /
Functionalities can be configured and implemented based on customer specific priorities and roadmaps
Modification Justification Check Custom Code Maintainability Check
Individual services and guided
The 4 Steps to fully exploit the value of SAP Solution Manager Enterprise Edition To achieve IT transparency
“Single Source of Truth” To get access to specific SAP
Enterprise Support and SAP Solution Manager capabilities
Upgrade (Delta Configuration) additional CQCs* Test Content
4
Configuration Content
Modification 3 DocumenBusiness tation Process Documentation
1 Install and Connect to SAP
2
Technical Landscape Documentation
Business Process Monitoring
ASAP
Direct Access to Innovation
Template Management Change Request Management
For internal use by CSC only
For internal use by CSC only
expert session for desired configuration available
Run SAP for Industries
Test Workbench & Regression Testing
Technical SLA & IT Reporting
Deploy (Q-Gate Diagnostics Management, CTS+) Selected System Run SAP CQCs* Monitoring Service for Technology Desk SAP Quality System Support SLA Management Administration Solution Custom Development Documentation Management Cockpit Assistant
SAP Solution Manager Enterprise Edition enables YOU to establish a “Single Source of Truth” for the support by your operations teams and organization * Continuous Quality Checks © SAP 2009 / Page 1
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Customer COE and Enterprise Support: Lesson Overview
What is Enterprise Support?
Customer COE Unlocks the potential of Enterprise Support
Summary
For internal use by CSC only
For internal use by CSC only
Customer COE and Enterprise Support
© SAP 2009 / Page 1
©SAP AG
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Customer COE and Enterprise Support The Customer Center of Expertise is the team within each company to drive the implementation of the processes and tools provided under SAP Enterprise Support Enterprise Support Benefits:
BUSINESS
Customer COE
Regional Business Process Champion
Innovation
End User, Key User
Program Management Office (PMO)
Continuous improvement Complexity masked Protection of Investment
Application Management QUALITY MANAGEMENT
TCO reduction
Integrated Q-Management, One source of the Truth Custom Development
Business Process Operation
SAP Technical Operations
Risk reduction Consistent standards Lifecycle management Business process
monitoring IT Infrastructure
Custom code management Remote supportability Diagnostics
IT
To achieve this the QM roles must be in place with a focus on safeguarding integration validation, business continuity, business process improvement, and protection of investment © SAP 2009 / Page 1
©SAP AG
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For internal use by CSC only
For internal use by CSC only
Global Business Process Champion
Customer COE and Enterprise Support: Lesson Summary
You should now be able to: Explain
what Enterprise Support is at a high level
Know
how the Customer COE can unlock the value of Enterprise Support and the Enterprise Edition of Solution Manager the Quality Gate Process
Explain
each of the four Quality Manager roles and responsibilities and the value they provide.
For internal use by CSC only
For internal use by CSC only
Explain
© SAP 2009 / Page 1
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SAP Customer Center of Expertise E2E060 Customer COE E2E060 SAP Customer Center of Expertise 02
- Implementing SAP Quality Management For internal use by CSC only
For internal use by CSC only
Quality Manager for Safeguarding Integration Validation
© SAP 2008
©SAP AG
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Quality Manager for Safeguarding Integration Validation
Contents: Implementation
and Deployment Challenges Fundamentals for Safeguarding Integration Validation Integration Validation Process Overview Safeguarding Integration Validation - Assess
For internal use by CSC only
For internal use by CSC only
Safeguarding
Safeguarding
Integration Validation - Analyze Safeguarding Integration Validation - Optimize and Verify
© SAP 2009 / Page 1
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Quality Manager for Safeguarding Integration Validation: Unit Objectives
After completing this unit, you will be able to:
Understand the objectives, methodology and tasks of Safeguarding Integration Validation Identify the E2E support standards relevant to this quality manager For internal use by CSC only
Manage the quality of Safeguarding Integration Validation
For internal use by CSC only
© SAP 2008
©SAP AG
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Implementation and Deployment Challenges: Lesson Agenda Quality Manager for Safeguarding Integration Validation Lesson 1: Implementation and Deployment Challenges Lesson 2: Fundamentals for Safeguarding Integration Validation Lesson 3: Safeguarding Integration Validation Process Overview For internal use by CSC only
For internal use by CSC only
Lesson 4: Safeguarding Integration Validation - Assess Lesson 5: Safeguarding Integration Validation - Analyze Lesson 6: Safeguarding Integration Validation – Optimize and Verify Lesson 7: Summary
© SAP 2009 / Page 1
©SAP AG
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Integration Management & Testing – A Major Challenge for a Successful Implementation
Project Challenges Scope
1
creep and functional gaps
Unnecessary custom code Reengineering late in the implementation project
3
Application
and technology landscape
Many technology stacks
Integration
4
5
For internal use by CSC only
For internal use by CSC only
2 Partner Management for Implementation Project
management and testing
Instability, data inconsistency and scalability challenges close to the go live date Many (try and error)
Handover
cycles of volume testing
to Operations
No handover methodology to transfer “code” to
operations organization
© SAP 2009 / Page 1
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Safeguarding Implementations and Deployments A Common Scenario I plan to replace a legacy system and move the processes into SAP. Because of this project some already live business processes have changed and also some interfaces. I had to slightly modify SAP.
How to make sure all my processes work fine after go live?
What do I need to test?
Do I need to test my complete SAP Solution?
For internal use by CSC only
For internal use by CSC only
Common Questions:
Beside functionality, what do I need to consider to ensure performance and robustness and data consistency?
How should I test?
Do I need to perform a volume test?
© SAP 2009 / Page 1
©SAP AG
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Poor Integration Testing and the Impact
One customer’s experience as a result of poor integration testing: Six
minute order process increased to two hours Could not ship for ten days Could
not close books $30 million variance in ledgers
Complete
For internal use by CSC only
delayed by four months Peak of 200 very high & high technical issues For internal use by CSC only
Go-live
rewrite of all interfaces needed
Project Preparation Business Blueprint
Realization
Final Preparation
Continuous Change Go Live & Support
© SAP 2009 / Page 1
©SAP AG
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Methodology of Safeguarding Integration Validation: Lesson Agenda Quality Manager for Safeguarding Integration Validation Lesson 1: Implementation and Deployment Challenges Lesson 2: Fundamentals for Safeguarding Integration Validation Lesson 3: Safeguarding Integration Validation Process Overview For internal use by CSC only
For internal use by CSC only
Lesson 4: Safeguarding Integration Validation - Assess Lesson 5: Safeguarding Integration Validation - Analyze Lesson 6: Safeguarding Integration Validation – Optimize and Verify Lesson 7: Summary
© SAP 2009 / Page 1
©SAP AG
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Safeguarding Integration Validation Identify & Address Technical Issues with the Core Business Processes before Go-Live Spread Sheet
EP 7.0
Global Business Process Champion
EP 6.0
Siebel CRM
Regional Business Process Champion
R/3
XI Manugistics
Application Management
External Web Peoplesoft HR
Custom Development Documentum
Measure
Business Process Operation
SAP Technical Operations
R/3
IT Infrastructure Optimize
Verify!
Quality Management for Safeguarding Integration Validation Technical Safeguarding Integration Validation Start
testing at the earliest possible point in time
Anticipate Optimize
the detection of risks before respective issues are encountered during productive operation
integration testing and reduce its effort and costs to the necessary minimum
Safeguard Major Projects & Implementations Core
Business Process Assessment Analysis Optimization Verification Technical
© SAP 2009 / Page 1
KEY MESSAGE: Alignment of IT to different business units is vital for maintaining end-user and business owner satisfaction as well as for understanding and resolving any issues that impede business processes.
NOTES: Optimize Business Benefit. A key value driver of SAP industry solutions is the automation of end to end business processes. Exceptions must be monitored closely in order to increase service and production levels (e.g. out of stock situations, incomplete deliveries, missing material for production etc.) An E2E Business Solution across several application components and data bases is nearly always inconsistent. The level of inconsistency depends on how fast queues, interfaces, workflows and batch jobs are processed. These inconsistencies must be managed to an acceptable level. QM for Business Process Improvement -
…analyze top issues in the SAP solution landscape
…Mapping top issues, requirements, and challenges to the functionality
…business process monitoring and exception handling
* Business process champions have the lead role within the business, defining the business requirements and how business processes are to be executed.
©SAP AG
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For internal use by CSC only
For internal use by CSC only
Program Management Office (PMO)
R/3
Outlook
Assess
End User, Key User
Establishing a “Single Source of Truth“ Safeguarding Integration Validation Safeguarding Implementations & Deployments QM for Safeguarding Integration Validation
Business Continuity
Documentation of Solution -including custom code Maintenance of SAP solutions
Q-Gate
Requirements
Q-Gate
Improvements of solutions Application Management
Q-Gate SAP Technical Operations
Design
Optimize
Q-Gate Build & Test
Operate
Solution Configuration Test Management
Business Process Operations Incident & Problem Management
Innovation Management
For internal use by CSC only
For internal use by CSC only
Upgrade
Q-Gate
Deploy
IT Reporting
Q-Gate Deployment of solution updates
Business Configuration © SAP 2008
©SAP AG
E2E060
2-10
Scope of Safeguarding Integration Validation
Validate End-to-End Core Business Processes
E2E Trace of selected critical business process steps
Data Integrity/Consistency Test Transactional security (Logical Unit of Work principle )
Technical Correctness System errors End users errors Program terminations
For internal use by CSC only
For internal use by CSC only
Performance Test
© SAP 2009 / Page 1
©SAP AG
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Fundamental Solution Operation Standards for Safeguarding Integration Validation SAP E2E Standards for Solution Operations
SAP Standards for Data Integrity and Transactional Consistency
Safeguarding Integration Validation
For internal use by CSC only
For internal use by CSC only
SAP Standards for Solution Documentation
Test Management
© SAP 2009 / Page 1
©SAP AG
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Implementations and Deployments
Life Cycle Phase
Quality Manager Input for Quality Gate Transitions DESIGN
BUILD
TEST
DEPLOY
Approach
Maintain or update
feasibility of the solution
solution documentation
Check functional
feasibility of the solution Check feasibility of
the implementation and roll-out plan
Perform integration
test with focus on performance, data consistency and technical correctness
Enable SAP
Standards for Solution Operations
Support cut-over and
go live with focus on performance and stability Setup of software
Perform volume test
For internal use by CSC only
change control
to make sure that business volume and number of users can be handled
Maintain test
scenarios and test plans Prepare test systems
and analysis tools Perform unit tests
Quality Gates
For internal use by CSC only
Driven by Quality Manager Check technical
DESIGN TO BUILD
BUILD TO TEST
TEST TO DEPLOY
© SAP 2009 / Page 1
©SAP AG
E2E060
2-13
Fundamentals for Safeguarding Integration Validation: Lesson Agenda Quality Manager for Safeguarding Integration Validation Lesson 1: Implementation and Deployment Challenges Lesson 2: Fundamentals for Safeguarding Integration Validation Lesson 3: Safeguarding Integration Validation Process Overview For internal use by CSC only
For internal use by CSC only
Lesson 4: Safeguarding Integration Validation - Assess Lesson 5: Safeguarding Integration Validation - Analyze Lesson 6: Safeguarding Integration Validation – Optimize and Verify Lesson 7: Summary
© SAP 2009 / Page 1
©SAP AG
E2E060
2-14
Safeguarding Integration Validation Process Overview & Goals Make the E2E Business Process Work with a technical engineering approach. EP 7.0
Spread Sheet
Focus on:
CRM
CRM
BW
XI
Logistics
Technical Correctness
Content Server
HCM
ASSESS
Legacy System
Groupware External Web
ANALYZE Assess
OPTIMIZE Analyze
For internal use by CSC only
For internal use by CSC only
Performance Data Consistency
EP 6.0
Optimize
Responsible
Customer COE
Accountable
Quality Manager
R/3
VERIFY Verify
© SAP 2009 / Page 1
Process Goals
Assess – Characterize the Core Business Processes •
Understand the core business processes
•
Document the process steps that make up the E2E Business Process
•
Map the business process steps to technical systems
•
Identify the critical path of a business process by considering the given time and volume constraints
Analyze – Measure and identify Problem Areas •
Trace E2E Performance, Data Consistency and Technical Correctness
•
Analyze the results
•
Identify the key areas for improvements
Optimize – Solve all Issues •
Optimize, based on expert knowledge
•
Implement the recommendations
Verify – Retest Solution •
Check the systems behavior and measure the improvements
•
Document the findings
•
Re-optimize if required
©SAP AG
E2E060
2-15
Safeguarding Integration Validation The Expertise
Quality Manager Scope definition / Identify relevant Business Processes and Steps Check
all prerequisites are available Interface to Experts to Customer Project Team Track Action Plan / Monitor issue resolution Verify
results
Technical Experts Execute
End-to-End Business Process Performance Data Consistency Technical Correctness
and Analyze End-to-End Trace
Identify
the issues and monitor the errors Optimize and solve the issues Communicate SAP
For internal use by CSC only
For internal use by CSC only
Interface
with SAP Development experts (on demand)
© SAP 2009 / Page 1
©SAP AG
E2E060
2-16
Safeguarding Integration Validation Tools for Documentation and Reporting Documentation and Reporting in SAP Solution Manager Solution
Directory Project Management Roadmaps Test
Management
Management Predefined Service Content For internal use by CSC only
For internal use by CSC only
Issue
End-to-End Business Process Performance Data Consistency Technical Correctness
© SAP 2009 / Page 1
©SAP AG
E2E060
2-17
Safeguarding Integration Validation Tools for Analysis Tracing Performance Wily
Introscope Transaction Trace J2EE SQL Trace Aggregated
ABAP Trace ABAP SQL Trace Records Process and Thread Overviews Tracing Data Integrity & Transactional Consistency and Technical Correctness
End-to-End Business Process Performance Data Consistency Technical Correctness
J2EE
Default Traces Non-aggregated ABAP Trace ABAP
For internal use by CSC only
For internal use by CSC only
Statistical
SQL Trace (COMMITs) Traces such as RFC Trace
Interface Data
consistency checks Queue Monitor
© SAP 2009 / Page 1
©SAP AG
E2E060
2-18
Safeguarding Integration Validation - Assess: Lesson Agenda Quality Manager for Safeguarding Integration Validation Lesson 1: Implementation and Deployment Challenges Lesson 2: Fundamentals for Safeguarding Integration Validation Lesson 3: Safeguarding Integration Validation Process Overview For internal use by CSC only
For internal use by CSC only
Lesson 4: Safeguarding Integration Validation - Assess Lesson 5: Safeguarding Integration Validation - Analyze Lesson 6: Safeguarding Integration Validation – Optimize and Verify Lesson 7: Summary
© SAP 2009 / Page 1
©SAP AG
E2E060
2-19
QM for Safeguarding Integration Validation Process Steps INTEGRATION VALIDATION PROCESS
Assess Understand
Project Scope and Timeline Business Processes and System Landscape
Organize Technical
Analysis
Optimize Execute Technical
Verify Validate Improvements
Optimization
Execute Technical
Analysis
For internal use by CSC only
For internal use by CSC only
Understand Core
Analyze
Verify Integration Test
Plan and Technical Requirements Verify Availability of Test
Systems and Tools
© SAP 2009 / Page 1
©SAP AG
E2E060
2-20
Understand Project Scope and Timeline
Start
Project start
For internal use by CSC only
For internal use by CSC only
Understand Scope of Implementation Project What is the project goal, motivation? Which business processes / process steps will affected? What are the data volumes / affected users? Which software will be used, which systems will be involved? Where will the implementation deviate from standard?
End
Time
Project end
Understand Project Plan Project phases (Definition, Design, Realization, Test Phase, Handover to Operations, GL) Milestones (Cutover, Going Live Date) Go-Live Strategy (Big Bang, Rollout by Module and/or Subsidiary) Identify project risks © SAP 2009 / Page 1
©SAP AG
E2E060
2-21
For internal use by CSC only
For internal use by CSC only
Utilize Roadmap Functionality in Solution Manager for Projects
© SAP 2009 / Page 1
©SAP AG
E2E060
2-22
For internal use by CSC only
For internal use by CSC only
Project Documentation in Solution Manager
© SAP 2009 / Page 1
©SAP AG
E2E060
2-23
QM for Safeguarding Integration Validation Process Steps INTEGRATION VALIDATION PROCESS
Assess Understand Project
Scope and Timeline
Core Business Processes and System Landscape
Organize Technical
Analysis
Optimize Execute Technical
Verify Validate Improvements
Optimization
Execute Technical
Analysis
For internal use by CSC only
For internal use by CSC only
Understand
Analyze
Verify Integration Test
Plan and Technical Requirements Verify Availability of Test
Systems and Tools
© SAP 2009 / Page 1
©SAP AG
E2E060
2-24
Understand Affected Core Business Processes & Interfaces End-to-End Understand
affected core business processes end-to-end, focusing on:
Business requirements (volume and time constraints)
Risks and their business impact
Identify changes to standard processes or standard coding
Process Details: Order to Cash --- Current Status SAP NETWEAVER PORTAL SERVER
SAP ECC
For internal use by CSC only
Check Availably (3)
For internal use by CSC only
Create Sales Order (automatic) (2)
Create Sales Order (1)
LC 1 LEGACY
MRP (4) Manufacturing Process (6)
Procurement Process (5) Create Outbound Delivery (7)
Create Outbound Delivery (8) Create Picking Transfer Order (9)
Post Goods Issue (12)
Confirm Picking Transfer Order (10)
Create Billing Document (13)
Post Goods Issue (11)
© SAP 2009 / Page 1
©SAP AG
E2E060
2-25
Understand Data Integrity and Transactional Consistency Implications Key questions: Are data distributed to all relevant systems as expected? Are the data of a business object in sync across the system landscape? Have there been any errors logged during the data processing?
EP 7.0 EP 6.0
CRM
For internal use by CSC only
For internal use by CSC only
Spread Sheet
CRM BW
XI
Logistics Legacy System
Groupware External Web
HCM
Content Server
R/3
© SAP 2009 / Page 1
©SAP AG
E2E060
2-26
SAP Standards for Solution Documentation Document the Solution Key questions: Which technical components are part of the solution? Which business processes will be implemented? Which systems are used for a particular process step?
Master data Systems Software Scenarios Customizing
Software components
For internal use by CSC only
For internal use by CSC only
Scenarios/Business processes
Transactional data Projects Issues Alerts Services Messages
Systems
Solution © SAP 2009 / Page 1
©SAP AG
E2E060
2-27
Solution Documentation Starting with Business Blueprint Documentation of Business Processes Process
Hierarchy
Scenario Business Bus.
Process
Process Step
Interfaces
For internal use by CSC only
and textual description of business process
For internal use by CSC only
Graphical
Business
requirements provided by business users as input for test requirements
Assignment
of SAP Transaction / Report
Training
Business Process Hierarchy
Material
© SAP 2009 / Page 1
©SAP AG
E2E060
2-28
Solution Documentation Systems Review
systems and document the following:
Software Involved
Releases Technologies
(Servers, Database, etc.) Interface Technologies
For internal use by CSC only
For internal use by CSC only
Hardware
© SAP 2009 / Page 1
©SAP AG
E2E060
2-29
For internal use by CSC only
For internal use by CSC only
Solution Documentation Key Performance Indicators
© SAP 2009 / Page 1
©SAP AG
E2E060
2-30
Solution Documentation SAP Solution Documentation Assistant Solution Documentation Assistant delivers a full-scale system usage report and customer core business process models in SAP Solution Manager.
The Solution Documentation Assistant allows customers to: Requirements
Establish
one central source of the truth via collection of available systems as a prerequisite
Optimize
For internal use by CSC only
For internal use by CSC only
Reduce risk
Design
Application Management
Reduce total cost of operations Manage
solution under budget within time constraints via SoDocA as accelerator for building up the Requirements & Design Phase in the Application Management Processes
Build & Test
Operate
Deploy
Optimize business benefits Focus
totally on business process execution via automatic mapping against standard processes
© SAP 2009 / Page 1
©SAP AG
E2E060
2-31
Solution Documentation SAP Solution Documentation Assistant System Landscape Documentation
Automatic Mapping Processes
Automatic Mapping Processes
Business Blueprint Creation
Custom Development Usage Analysis Identify Potentially Obsolete Objects Your processes are… ..documented in a solution?
No activities needed. .. not connected? Connect your systems to SAP Solution Manager.
Check the correctness of connected systems. ..documented in a project? Check the correctness of connected systems. ..not documented? Create a implementation project, select the processes from BPR and map the correct systems.
Use Solution Documentation Assistant… Create your Analysis Project Based on the solution, implementation project or partner content. Maintain your Analysis Project Check the Check Items, Check steps and maintain your company related rules for the analysis Check and Maintain your Analysis results Check the displayed results, clustered in SAP Standard development. Maintain the results via the rule database.
Update or create your Solution Manager project and hand over to a solution. Your core business processes are now… ..identified and documented as project in SAP Solution Manager. ..fully mapped to the systems, used in your landscape. ..and deliver a basis for further Enterprise Support processes.
© SAP 2009 / Page 1
©SAP AG
E2E060
2-32
For internal use by CSC only
For internal use by CSC only
Your systems are… ..already connected?
For internal use by CSC only
For internal use by CSC only
Solution Documentation Solution Documentation Assistant
DEMO © SAP 2009 / Page 1
©SAP AG
E2E060
2-33
Managing Safeguarding Integration Validation Using Solution Manager “Top Issue” functionality Approach for managing Safeguarding Integration Validation Create
Top Issue including tasks for Safeguarding Integration Validation Tasks in the Top Issue represent the action plan for Integration Validation Assign
business processes in scope to Top Issue
template for documenting measurement results on a high level (e.g. as an Excel sheet) for later reference
For internal use by CSC only
For internal use by CSC only
Upload
© SAP 2009 / Page 1
©SAP AG
E2E060
2-34
For internal use by CSC only
For internal use by CSC only
Top Issue – Central Tool for Managing Safeguarding Integration Validation
© SAP 2009 / Page 1
©SAP AG
E2E060
2-35
Exercise: Solution Documentation
This exercise will assist you in: Determining
where to find information and required solution documentation in SAP Solution Manager knowledgeable in SAP Solution Manager features around Solution Documentation For internal use by CSC only
For internal use by CSC only
Becoming
© SAP 2009 / Page 1
©SAP AG
E2E060
2-36
Unit 2:
Exercise 1
Unit 2: Quality Manager for Safeguarding Integration Validation Topic: Find important documentation in Solution Manager
• Find Project, Solution, Landscape, System Landscape and other important Solution documentation for critical business processes.
In this exercise you will go through the process executing transactions on Solution Manager and displaying important business process information.
1.
2.
Using the Solution Manager transaction SOLAR_EVAL, determine the following: •
Which projects are “In Process”?
•
Which “logical systems” are involved in the E2ECC_DEMO project?
•
Which business scenario in the “E2E060 Master Solution” has documentation?
Using the Solution Manager transaction SMSY, determine the following: •
What kind of system is linked to the “Z_ERP_CCM” logical component? (Hint:Use the binoculars)
3.
•
What is the ST-A/PI version of the TT5 system?
•
Are all of the RFC destinations defined for the TT5 system?
Using the Solution Manager transaction DSWP, determine the following: •
How many Solutions are defined in this Solution Manager?
•
In the “E2E060 Master Solution” name the business process defined in the “Outbound Logistics II” scenario?
•
For the “Order to Cash” business process, have any Test Cases have been defined?
•
For the “Order to Cash”, has any documentation been uploaded?
©SAP AG
E2E060
2-37
For internal use by CSC only
For internal use by CSC only
At the end of this exercise you will be able to:
4.
•
What is the name of the business process defined in the blueprint phase of this project?
•
For the “Review/approve time data” business process step, what transaction is defined?
•
Are there any “issues/messages” present for the business process?
Using the Solution Manager transaction “RMMAIN”, determine the following: •
Which projects have roadmaps assigned to them?
•
Name four types of roadmaps available in Solution Manager
•
Name the 5 phase available in the “Run SAP” roadmap
•
In the “Change Request Management” sub-step of the “Setup Operations” phase in the “Run SAP” roadmap, how many documents or links are available?
©SAP AG
E2E060
For internal use by CSC only
For internal use by CSC only
5.
Using the Solution Manager “blueprint” transaction SOLAR01, determine the following for the ECC_DEMO project:
2-38
•
Solution 1
Unit 2: Quality Manager for Safeguarding Integration Validation Topic: Find important documentation in Solution Manager
• Find Project, Solution, Landscape, System Landscape and other important Solution documentation for critical business processes.
For internal use by CSC only
For internal use by CSC only
At the end of this exercise you will be able to:
In this exercise you will go through the process executing transactions on Solution Manager and displaying important business process information.
1.
Using the Solution Manager transaction SOLAR_EVAL, determine the following: •
Which projects are “In Process”? Answer: 21 Execute SOLAR_EVAL Under Project Administration, click on “Project Analysis” Click on the “Execute” button Count the number of project
•
Which “logical systems” are involved in the “E2ECC_DEMO” project? Answer: Z_ERP_CCM & Z_EP_CCM Execute SOLAR_EVAL Under Project Administration, click on “Project Analysis” Click on the “Execute” button Double-click on the project “E2ECC_DEMO” Select the “System Landscape” tab The logical systems are listed below
•
Which business scenario in the “E2E060 Master Solution” has a document called “KPI Document for E2E060 Training”? Answer: Campaign Management Execute SOLAR_EVAL Near the bottom of the screen click on “Documentation” under the “Solution/Assignments” section From the “Solution” drop-down field select the “E2E060 Master Solution” Click on the “Execute” button
©SAP AG
E2E060
2-39
Expand the hierarchy to see documentation in the Campaign Management business scenario 2.
Using the Solution Manager transaction SMSY, determine the following: •
What kind (I.E. ERP, CRM, EP, etc.) of system is linked to the “Z_ERP_CCM” logical component? (Hint:Use the binoculars) Answer: SAP ERP 6.0 Execute SMSY On the left click on the bar labeled “Systems Groups & Logical Components” Click on the “Binoculars” button and enter “Z_ERP_CCM”
For internal use by CSC only
For internal use by CSC only
Click on the logical component Z_ERP_CCM and on the right is the “product version” field – “SAP ERP 6.0” Make note of the system name “TT5” •
What is the ST-A/PI version of the TT5 system? Answer: “01L_ECC600” From the SMSY screen, click on “Landscape Components” Expand the “Systems” down-arrow Expand the “SAP ERP” landscape component Expand the “TT5” system Click on “SAP ECC Server” On the right, click on the “Software Components” tab In the “Release” field for the “Software Component” “ST-A/PI” is the value “01L_ECC600”
•
Are all of the RFC destinations defined for the TT5 system? Answer: Yes From the last step in the previous exercise, for system “TT5” click on the “Clients” tab and verify that the fields for the “RFC” columns have RFC Destinations defined
3.
Using the Solution Manager transaction DSWP, determine the following: •
How many Solutions are defined in this Solution Manager? Answer: 10 Execute DSWP Click on the Solution Overview screen, count the number of Solutions
•
In the “E2E060 Master Solution” name the business process defined in the “Outbound Logistics II” scenario? Answer: “Order to Cash II” Execute DSWP Select the Solution “E2E060 Master Solution” Click on the “Solution Landscape” tab on the left Click on the “Solution Landscape Maintenance” hyperlink in the main screen Keep expanding the tree on the left until you can see the business process in the business scenario “Outbound Logistics II”
•
For the “Order to Cash” business process, have any Test Cases have been defined? Answer: Yes
©SAP AG
E2E060
2-40
From the last step in the previous exercise, click on the business process “Order to Cash II” Click on the tab labeled “Test Cases” There you will see some Test Cases •
For the “Order to Cash”, has any documentation been uploaded? Answer: Yes From the last step in the previous exercise, click on the “Documentation” tab There you will see some documents
Using the Solution Manager “blueprint” transaction SOLAR01, determine the following for the ECC_DEMO project: •
What is the name of the business process defined in the blueprint phase of this project? Answer: Managing Employee Time and Attendance Execute SOLAR01 Select menu option “Business Blueprint”->”Other Project” and select “ECC_DEMO” Expand the “Business Scenario” and find the business scenario “HCM” Expand the business process section and you’ll see the “Managing Employee Time and Attendance” business process
•
For the “Review/approve time data” business process step, what transaction is defined? Answer: PA61 From the last step in the previous exercise click on the business process step “Review/approve time data” Click on the tab labeled “Transactions” The transactions are listed below
•
Are there any “issues/messages” present for the business process step? Answer: No From the last step in the previous exercise click on the tab labeled “issues/messages” Any issues or messages would be listed here
5
Using the Solution Manager transaction “RMMAIN”, determine the following: •
Which projects have roadmaps assigned to them? Answer: 2 Execute RMMAIN Click on the button labeled “Project” Any projects with roadmap assignments will be listed
•
Name four types of roadmaps available in Solution Manager? Answer: “ASAP Implementation”; “Global Template Roadmap”; “Run SAP” & “Upgrade Roadmap (V2.0) From the last step in the previous exercise, click on the button labeled “Roadmap” Identify 4 Roadmaps
©SAP AG
E2E060
2-41
For internal use by CSC only
For internal use by CSC only
4.
•
Name the 5 phase available in the “Run SAP” roadmap? Answer: “Assessment and Scoping”; “Design Operations”; “Setup Operations”; “Handover into Production” & “Operations and Optimization” Click on the button labeled “Roadmap” Select the “Run SAP” roadmap Read the phase headings
•
In the “Change Request Management” sub-step of the “Setup Operations” phase in the “Run SAP” roadmap, how many documents or links are available? Answer: 8
For internal use by CSC only
For internal use by CSC only
From the last step in the previous exercise click on the “activity” labeled “Change Management” under the “Setup Operations” phase Expand the activity “3.2 Change Management” and click on the sub-activity “3.2.1 Change Request Management” On the lower right will be the documents and URLs
©SAP AG
E2E060
2-42
QM for Safeguarding Integration Validation Process Steps INTEGRATION VALIDATION PROCESS
Assess Understand Project
Scope and Timeline Business Processes and System Landscape
Organize Technical
Analysis
Optimize Execute Technical
Verify Validate Improvements
Optimization
Execute Technical
Analysis
For internal use by CSC only
For internal use by CSC only
Understand Core
Analyze
Verify
Integration Test Plan and Technical Requirements
Verify Availability of Test
Systems and Tools
© SAP 2009 / Page 1
©SAP AG
E2E060
2-43
Verify Feasibility of the Test Schedule Verify feasibility of test schedule with regard to project plan and ensure: Sufficient
time is planned for the preparation of the test cases
Sufficient
experts from Customer COE are available to technically support the test (e.g. for analysis and optimization). If SAP experts are needed, order an SAP service (e.g. TIC extended / BPPO / IFM) Sufficient time is planned for testing & retesting
Implementation Project Realization Development/Test
Review
Unit Test (Debugging)
Functional sign off Regression Test
Final Accept. Test
Bug Fixing
Performance Test
Bug Fixing
User Acceptance Test
Test Case Development
Bug Fixing
Test Concept
Review
Final Preparation and Go Live Code Freeze
Business Blueprint Doc Integration Test
Test planning
Business Blueprint
Performance sign off System OK sign off
© SAP 2009 / Page 1
©SAP AG
E2E060
2-44
For internal use by CSC only
For internal use by CSC only
Project Preparation
Review Scope of Integration Test Plan
Review Scope of Integration Test Plan and ensure: all
new or changed business processes are tested regarding functionality
new or changed core business processes are tested end-to-end for integration validation (including all interfaces and steps, where KPIs are defined or which have been modified)
Browser
WAN Network
Presentation Logic
Application Logic
Create Sales Order
Create Sales Order
For internal use by CSC only
For internal use by CSC only
all
Database
Check Availability
Enterprise Portal
ECC
© SAP 2009 / Page 1
©SAP AG
E2E060
2-45
QM for Safeguarding Integration Validation Process Steps INTEGRATION VALIDATION PROCESS
Assess Understand Project
Scope and Timeline Business Processes and System Landscape
Organize Technical
Analysis
Optimize Execute Technical
Verify Validate Improvements
Optimization
Execute Technical
Analysis
For internal use by CSC only
For internal use by CSC only
Understand Core
Analyze
Verify Integration Test
Plan and Technical Requirements Verify
Availability of Test Systems and Tools
© SAP 2009 / Page 1
©SAP AG
E2E060
2-46
Technical Requirements Preparation
Make sure the following are available:
Required systems needed for testing
Required tools for monitoring and analysis (I.E. SMD, Wiley, etc.) Required test data to conduct realistic tests
SAP EP
Configuration and development is imported Integration test plans/cases/packages are generated in SAP Solution Manager Test Workbench and an appropriate change control management process is in place during testing
SAP ECC JCO
Portal Platform
Client 800 Web AS ABAP
For internal use by CSC only
For internal use by CSC only
TT5, hostname: twdfxxxx.wdf.sap.corp
Web AS Java RDBMS
Front End PC
Network TT4, hostname: twdfxxxx.wdf.sap.corp
Adobe Document Web Browser Services 1.0
SAP Solution Manager Diagnostics
Adobe Document SAP GUI Services 1.0
http://:50000/smd
SAP Solution Manager Instance: 00
JCO Client 200 Web AS ABAP
Web AS Java
RDBMS © SAP 2009 / Page 1
©SAP AG
E2E060
2-47
Verify Availability of Test Tools and Software Supportability Check that SAP Solution Manager including Diagnostics is installed Solution
Manger Diagnostics is prerequisite for performance and root cause analysis If necessary order SAP Solution Manager Starter Pack
For internal use by CSC only
For internal use by CSC only
Ensure implemented software solution can be supported by SAP: Solution Manager Diagnostics is configured - If necessary order SAP Solution Manager Starter Pack for E2E Root Cause Analysis Latest
version of support tools (ST-PI and ST-A/PI) are installed on all ABAP based SAP systems
Ensure
Remote Supportability according to SAP Standard for Remote Supportability
© SAP 2009 / Page 1
©SAP AG
E2E060
2-48
Transition Criteria for Process Phases Assess Æ Analyze
Analyze
Core business processes and the mapping on technical systems are documented
Integration Test Plan is completed
Test Systems and Tools are available
QM for Safeguarding Integration Validation
Technical experts trained on analysis tools, such as RCA
Timeline and resources for testing identified
QM for Business Improvement
• Document the
results COE Customer • Upload Functional documentation Experts • Q-Gate rating
Test schedule and plans rolled out to testers
QM for Safeguarding Integration Validation
For internal use by CSC only
For internal use by CSC only
Assess
QM for Business Improvement • Document the
results COE Customer • Upload Technical documentation Testers trained on Experts • Q-Gate rating central test tools
Testers
© SAP 2008
©SAP AG
E2E060
2-49
Safeguarding Integration Validation - Analyze: Lesson Agenda Quality Manager for Safeguarding Integration Validation Lesson 1: Implementation and Deployment Challenges Lesson 2: Fundamentals for Safeguarding Integration Validation Lesson 3: Safeguarding Integration Validation Process Overview For internal use by CSC only
For internal use by CSC only
Lesson 4: Safeguarding Integration Validation - Assess Lesson 5: Safeguarding Integration Validation - Analyze Lesson 6: Safeguarding Integration Validation – Optimize and Verify Lesson 7: Summary
© SAP 2009 / Page 1
©SAP AG
E2E060
2-50
QM for Safeguarding Integration Validation Process Steps INTEGRATION VALIDATION PROCESS
Assess Understand Project
Scope and Timeline Business Processes and System Landscape
Organize
Technical
Analysis
Optimize Execute Technical
Verify Validate Improvements
Optimization
Execute Technical
Analysis
For internal use by CSC only
For internal use by CSC only
Understand Core
Analyze
Verify Integration Test
Plan and Technical Requirements Verify Availability of Test
Systems and Tools
© SAP 2009 / Page 1
©SAP AG
E2E060
2-51
Project structure with assigned test cases
Test package Test package Test package Test package Test package Test package
Test plan
Collection of test cases
Selection of test cases
Project/business related e.g. Implementation CRM 4.0 Interaction center
Aim and time related e.g. for applying a specific Support Package
Assignment of test packages to testers
Testers
For internal use by CSC only
For internal use by CSC only
Ensure availability of Integration Test Cases
Test Execution
operation queue of a single tester
© SAP 2009 / Page 1
©SAP AG
E2E060
2-52
Check Technical Prerequisites and Tester Preparation Verify
that technical prerequisites for integration test are fulfilled
Users Authorizations Solution
Make
session exists if SAP Support is involved For internal use by CSC only
For internal use by CSC only
Service
Manager Diagnostic
sure that testers get prepared
Customer – –
COE Experts have to be briefed Basic analysis for all core process steps In depth analysis for core process steps with KPIs
Collaboration
of Customer COE Experts and project team must be established
© SAP 2009 / Page 1
©SAP AG
E2E060
2-53
Make Sure Users Are Assigned to Test Cases Make sure users are assigned to the relevant test cases Users
If a SAP service (e.g. TIC extended / BPPO / IFM) was ordered, assign a particular user (e.g. SAPSUPPORT) for SAP experts
For internal use by CSC only
For internal use by CSC only
for Customer COE experts have to be assigned to the relevant test cases
© SAP 2009 / Page 1
©SAP AG
E2E060
2-54
Prepare Third Party Testing Tools - if required
Customer SAP Solution Manager
SAP Quality Center by HP
Create project
For internal use by CSC only
For internal use by CSC only
Business blue print – Define business test requirements and test objects Test planning – Manage technical test requirements Configuration – Finalize business test requirements and test objects
Test execution – Define test cases, assign requirements, execute tests, manage defects, and document the results
Display results Close project © SAP 2009 / Page 1
©SAP AG
E2E060
2-55
QM for Safeguarding Integration Validation Process Steps INTEGRATION VALIDATION PROCESS
Assess Understand Project
Scope and Timeline Business Processes and System Landscape
Organize Technical
Analysis
Optimize Execute Technical
Verify Validate Improvements
Optimization
Execute
Technical Analysis
For internal use by CSC only
For internal use by CSC only
Understand Core
Analyze
Verify Integration Test
Plan and Technical Requirements Verify Availability of Test
Systems and Tools
© SAP 2009 / Page 1
©SAP AG
E2E060
2-56
Customer COE Experts Execute Test Cases And Perform Technical Analysis Customer
COE experts execute test cases
Customer
COE experts perform technical analysis of core business processes endto-end (including interfaces) Technical Analysis is focusing on Performance Data
consistency
For internal use by CSC only
correctness
For internal use by CSC only
Technical
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Customer COE Experts Execute Test Cases, Perform Technical Analysis & Maintain Status Customer
COE experts document the test results
Upload
the analysis data to the related test case result (response time, technical correctness, data consistency) in test case Rate test cases Create an issue for identified critical steps or interfaces: – assign this issue to the top issue – assign affected business process step to this issue – upload detailed analysis (e.g. root cause analysis) to the issue – maintain issue description and business impact
For internal use by CSC only
For internal use by CSC only
Summarize
* only one issue per step for each problem type (performance, data consistency, technical correctness)
© SAP 2009 / Page 1
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Quality Manager Drives and Monitors Execution of Technical Analysis Quality
Manager oversees execution of Technical Analysis
test progress (i.e. status of test cases) Makes sure Customer COE experts and project team work together
For internal use by CSC only
For internal use by CSC only
Monitors
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Transition Criteria for Process Phases Analyze Æ Optimize Optimize
Core business processes traced and analyzed as part of integration testing
QM for Safeguarding Integration Validation
Key areas for improvement are identified
QM for Business Improvement
Performance and technical problems documented as issues
Customer results COE • Upload Technical documentation Experts • Q-Gate rating
• Document the
Customer COE experts understand what needs optimized
Customer COE experts able to implement the recommendations
QM for Safeguarding Integration Validation
For internal use by CSC only
For internal use by CSC only
Analyze
QM for Business Improvement • Document the
results COE Customer • Upload Technical documentation Experts • Q-Gate rating
Customer COE Functional Experts
Testers
© SAP 2009 / Page 1
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Safeguarding Integration Validation – Optimize and Verify: Lesson Agenda Quality Manager for Safeguarding Integration Validation Lesson 1: Implementation and Deployment Challenges Lesson 2: Fundamentals for Safeguarding Integration Validation Lesson 3: Safeguarding Integration Validation Process Overview For internal use by CSC only
For internal use by CSC only
Lesson 4: Safeguarding Integration Validation - Assess Lesson 5: Safeguarding Integration Validation - Analyze Lesson 6: Safeguarding Integration Validation – Optimize and Verify Lesson 7: Summary
© SAP 2009 / Page 1
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QM for Safeguarding Integration Validation Process Steps INTEGRATION VALIDATION PROCESS
Assess Understand Project
Scope and Timeline Business Processes and System Landscape
Organize Technical
Analysis
Optimize Execute
Technical Optimization
Verify Validate Improvements
Execute Technical
Analysis
For internal use by CSC only
For internal use by CSC only
Understand Core
Analyze
Verify Integration Test
Plan and Technical Requirements Verify Availability of Test
Systems and Tools
© SAP 2009 / Page 1
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Customer COE Experts Perform Optimization
Customer
COE experts perform optimization for existing issues are documented in Solution Manager tasks
For internal use by CSC only
For internal use by CSC only
Recommendations
© SAP 2009 / Page 1
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For internal use by CSC only
For internal use by CSC only
Documentation of Recommendation in Solution Manager Task
© SAP 2009 / Page 1
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Quality Manager Drives Implementation of Recommendations Quality
Manager drives implementation of recommendations
Hands
over recommendations to project team / basis team / responsible
Monitors
implementation of recommendations and makes sure status of recommended tasks are updated
Manager makes sure that issues are maintained properly
For internal use by CSC only
For internal use by CSC only
Quality
root
cause analysis is uploaded to issue recommendations (tasks) are clear and well structured and prioritized status of issues and recommended tasks are updated
© SAP 2009 / Page 1
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Quality Manager Monitors Progress of Issue Resolution Manager monitors progress of issue resolution using the status of the assigned tasks
For internal use by CSC only
For internal use by CSC only
Quality
© SAP 2009 / Page 1
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Transition Criteria for Process Phases Optimize Æ Verify Verify
Technical and performance recommendations have been implemented
Technical optimization has been implemented
QM for Safeguarding Integration Validation QM for Business Improvement
Customer COE experts understand what needs to be retested
QM for Safeguarding Integration Validation
For internal use by CSC only
For internal use by CSC only
Optimize
QM for Business Improvement
• Document the
• Document the
Customer results COE • Upload Technical documentation Experts • Q-Gate rating
results COE Customer • Upload Technical documentation Experts • Q-Gate rating
Customer COE Functional Experts
Testers
© SAP 2009 / Page 1
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QM for Safeguarding Integration Validation Process Steps INTEGRATION VALIDATION PROCESS
Assess Understand Project
Scope and Timeline Business Processes and System Landscape
Organize Technical
Analysis
Optimize Execute Technical
Optimization
Verify Validate
Improvements
Execute Technical
Analysis
For internal use by CSC only
For internal use by CSC only
Understand Core
Analyze
Verify Integration Test
Plan and Technical Requirements Verify Availability of Test
Systems and Tools
© SAP 2009 / Page 1
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Drive Towards Successful Test Status of All Test Cases
Quality Manager drives retest of optimized process steps – if needed Monitor
that retests are performed for red test cases
Check
that Customer COE experts are scheduled to perform retest Contact test team if you identify gaps Check
that SAP is contacted to provide expert knowledge, if required
Summarize
y
result (response time, technical correctness , data consistency) in test case
mi ze
the analysis data to the related test case, i.e. – statistical records for all steps (or SMD trace)
Op ti
Upload
For internal use by CSC only
COE experts re-execute test cases which had been rated red as a result of the technical analysis
r if Ve
For internal use by CSC only
Customer
Rate
test cases Update existing issues: upload detailed analysis to show improvement – maintain issue status –
Analyze
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Quality Manager Evaluates and Summarizes Test Results Quality
Manager evaluates and summarizes test results
Maintains
fills measurement summary with captured response times
gives rating of each step / interface (for performance, technical correctness, and data consistency)
issues assigned to top issue For internal use by CSC only
For internal use by CSC only
Reviews
summary status in spreadsheet in top issue based on test case results
© SAP 2009 / Page 1
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Transition Criteria for Process Phases Verify Æ Assess Assess
All technical and performance issues have been solved
All Issues are closed
Findings have been documented
KPI monitoring along the core business processes are correctly alerting the Customer COE Experts
QM for Safeguarding Integration Validation
QM for Business Improvement • Document the
KPI monitoring results and trending data available for any further optimization needed
QM for Safeguarding Integration Validation
For internal use by CSC only
For internal use by CSC only
Verify
QM for Business Improvement • Document the
results the • Document QM for Business • results Upload Continuity documentation • Upload
results COE Customer • Upload Technical documentation Experts • Q-Gate rating
• documentation Q-Gate rating
Customer COE • Q-Gate rating Technical Experts Customer COE Functional Experts
© SAP 2009 / Page 1
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Safeguarding Integration Validation Process Example (1/4) Browser
WAN Network
Presentation Logic
Application Logic
Create Sales Order
Create Sales Order
Database
Enterprise Portal
For internal use by CSC only
For internal use by CSC only
Check Availability
ECC
For all core business process steps or interfaces you want to know: Does the performance meet the expectations? Can data inconsistencies occur? Is technical correctness ensured?
© SAP 2009 / Page 1
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Safeguarding Integration Validation Process Example (2/4)
2
Determine Distribution of Response Time / Error Messages / Inconsistencies
3
Analyze Critical Technical Components and Interfaces
For internal use by CSC only
For internal use by CSC only
1
Execute E2E Trace (Solution Manager Diagnostic)
© SAP 2009 / Page 1
1.
•
Per each critical business process step
•
Where the time is lost: client / network / server? 2.
•
Observe trend in Response Time
•
Identify and understand performance critical factors:Time restrictions, Data Volume & Throughput Requirements
•
Important KPI: processing time per unit (document or line item or position)
•
Is the problem: – On the client side? – Network related? – With Java-based component? – With ABAP-based component? – Front Office opens an Issue for each performance problem and document the issue 3.
•
For each component determine: Distribution of Response Time (DB, non-DB time; CPU, processing time, GUI time, network time, wait time, load time,...)
©SAP AG
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Safeguarding Integration Validation Process Example (3/4)
6
Determine and Document Potential Improvements
Optimize and Verify
Response time [ms]
5
For internal use by CSC only
For internal use by CSC only
4
Identify Coding, Expensive SQL Statements, …
Measurement of Response Distribution Time before and after Optimization 2.500 2.000
VA01 (01.01.)
1.500
VA01 (15.01.)
1.000
VA01 (17.01.)
500
VA01 (25.01.)
0 0
10 20 30 Sales Order Items
40
50
60
© SAP 2009 / Page 1
4. •
Further identify: – Coding parts/functions occupying the response time (e.g. Pricing, Configuration, …) – Function modules/methods with longest runtime – Expensive SQL statements – Open an SAP message or EoD request
5. •
The response time before optimization are documented
•
Proposed solutions are given in the Message or in EoD (via Back Office)
•
Front Office creates a „Recommended Tasks“ for each major recommendation given
6. •
Implement the „Recommended Tasks“
•
Repeat measurements
•
Front Office documents achieved performance improvements in the Issue for each of the “Recommended Tasks” (tab „Outcome Recording“)
©SAP AG
E2E060
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Safeguarding Integration Validation Process Example (4/4)
Browser
WAN Network
Presentation Logic
Application Logic
Create Sales Order
Create Sales Order
Database
Enterprise Portal
For internal use by CSC only
For internal use by CSC only
Check Availability
ECC
For every analyzed business process step or interface you know: Performance KPIs are fulfilled Verified consistency of important data Ensured technical correctness
© SAP 2009 / Page 1
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Summary: Lesson Agenda
Quality Manager for Safeguarding Integration Validation Lesson 1: Implementation and Deployment Challenges Lesson 2: Fundamentals for Safeguarding Integration Validation Lesson 3: Safeguarding Integration Validation Process Overview For internal use by CSC only
For internal use by CSC only
Lesson 4: Safeguarding Integration Validation - Assess Lesson 5: Safeguarding Integration Validation - Analyze Lesson 6: Safeguarding Integration Validation – Optimize and Verify Lesson 7: Summary
© SAP 2009 / Page 1
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Summary QM for Safeguarding Integration Validation BUSINESS Global Business Process Champion
End User, Key User
Program Management Office (PMO)
Application Management QUALITY MANAGEMENT
For internal use by CSC only
For internal use by CSC only
Regional Business Process Champion
Integrated Q-Management, Single Source of Truth
Custom Development
Business Process Operation
SAP Technical Operations
IT Infrastructure
IT
Ultimate QM Goal: Support the improvement of testing, detection of risks and issues through adequate testing before they are encountered in production © SAP 2009 / Page 1
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Summary Safeguarding Integration Validation INTEGRATION VALIDATION PROCESS
Assess Understand
the core business processes the E2E business process
Map
the business process steps to technical systems
Identify
the critical path of the processes
Optimize
Ensure:
Drive:
Drive:
Trace
Optimize,
Check
Performance, Data Consistency and Technical Correctness End-toEnd
Analyze
based on expert knowledge
Implement
the recommendations
the systems behavior and measure the improvements
Document
the results
the
findings
Identify
the key areas for improvements
Re-optimize
if
required
QM for Business Improvement
Business Process Champions QM for Business Improvement
Verify
For internal use by CSC only
For internal use by CSC only
Document
Analyze
QM for Business Continuity
QM for Business Continuity
QM for Business Continuity
© SAP 2009 / Page 1
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Summary: Benefits
Time lines are met: By continuous control and tracking of deliverables, the Quality Manager ensures that improvements are delivered on time
The risks for go live are minimized: Technical risks are detected at an earlier stage and are therefore addressed before severely impacting project execution and/or productive operation
Application deployments will have an increased level of technical quality
As a consequence of the optimal set-up for the operational phase, the total costs of operations are significantly reduced
Troubled situations in the early phase after go live are avoided, and the necessity for action on short notice is significantly reduced
For internal use by CSC only
For internal use by CSC only
The benefits of engaging a QM for Safeguarding Integration Validation are:
© SAP 2009 / Page 1
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Summary: Tasks
Understand the core business processes, interfaces and systems involved
Understanding Scope and Time Lines of the Implementation Project
Verify Integration Test Plan and Technical Requirements
Verify Availability of Test Systems and Tools
Ensure execution of Testing Technical Analysis
Validate Improvements
Ensure quality criteria regarding Solution Documentation for implemented solution’s documentation are met
Ensure an adequate testing program is in place with a focus on performance, data consistency and technical correctness
For internal use by CSC only
For internal use by CSC only
The tasks of the QM for Safeguarding Integration Validation are:
Drive acceptance of the Quality Gate concept
© SAP 2009 / Page 1
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Summary: Key Performance indicators
The key performance indicators for the QM for Safeguarding Integration Validation role: BENEFIT
Project scope and timeline is known and documented
Ensure testing efforts are planned in advance and executed in a timely manner
Business process steps are documented and the single source of the truth documentation in SAP Solution Manager is up to date
Provides a complete, comprehensive and definitive source for business process information. This improves communication and expedites knowledge ramp-up
Periodic reporting to management of KPIs, critical tasks and Quality Gate status is conducted for all major deployments/projects
Ensures that management has visibility into the quality management KPIs and can intercede if necessary
Quality Gates are used to transition from phase to phase (fulfillment of exit criteria)
Ensures critical steps (exit criteria) are conducted and provides the opportunity to address any gaps before moving forward
For internal use by CSC only
For internal use by CSC only
KEY PERFORMANCE INDICATOR
© SAP 2009 / Page 1
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Summary: Key Performance indicators The key performance indicators for the QM for Safeguarding Integration Validation role: BENEFIT
Integration & performance test plans are feasible and allow extra time for retesting
This will ensure that adequate testing is performed at the right time and with enough time to perform analysis and retesting
Technical prerequisites for integration & performance testing are fulfilled
This will ensure the right systems, data, application changes, analysis tools and expertise is ready to perform testing
Technical analysis performed (relative to business KPIs) for all test cases in a project/deployment
This will ensure that business requirements are met by performing technical analysis where any issues are identified
All test cases for technical analysis are rated green after retesting
This will ensure that all issues are addressed and resolved before deployment
Issues and tasks are created for all problems identified – Top Issues are tracked in Solution Manager
This will ensure proper tracking of all issues (especially Top Issues) and their status in one place – Solution Manager
© SAP 2009 / Page 1
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For internal use by CSC only
For internal use by CSC only
KEY PERFORMANCE INDICATOR
Summary: Reporting Requirements
All identified project, testing and issue related KPIs
Status of Q-Gate related exit criteria to project phases
Any challenges or roadblocks to conducting solution documentation, testing or analysis
Implementation status of related end-to-end solution (I.E. Test Management, Root Cause Analysis, Solution Documentation) operations standards
For internal use by CSC only
For internal use by CSC only
The reporting requirements of the QM for Safeguarding Integration Validation are:
© SAP 2009 / Page 1
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Summary: Critical Success Factors
Solution documentation is available in Solution Manager
Adequate testing tools, test cases and skilled staff are in place
Available monitoring and analyzing tools and skilled staff are in place
An adequate top issue tracking & management system is utilized
Ability to raise show-stopping top issues to management as needed
For internal use by CSC only
For internal use by CSC only
The critical success factors of the QM for Safeguarding Integration Validation are:
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Summary: Skills
Sound understanding of technical performance, integration aspects (understanding interface technologies), and concepts of data consistency
Solid understanding of the business process language spoken by the corresponding business unit as well as the engineering language used by the SAP experts
Has several years in support or implementation teams for SAP solutions and is experienced in leading (project) teams
Is a strong communicator, he is able to act as moderator between the various parties involved in integration, testing, and operating SAP solutions
Good understanding of testing and monitoring concepts, tools & strategies
For internal use by CSC only
For internal use by CSC only
The required skills of the QM for Safeguarding Integration Validation are:
© SAP 2009 / Page 1
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Summary: Recommended Training
E2E040 Run SAP End-to-End Solution Operations
Testing tool related training (I.E. SAP eCATTs, HP Quality Center, Mercury LoadRunner)
SMI410 Solution Manager for Implementations of SAP Solutions (optional)
For internal use by CSC only
For internal use by CSC only
The recommended training of the QM for Safeguarding Integration Validation are:
© SAP 2009 / Page 1
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Quality Manager for Safeguarding Integration Validation: Unit Summary
You should now be able to: the objectives, methodology and tasks of SAP Safeguarding Integration Validation Manage the quality of Safeguarding Integration Validation For internal use by CSC only
For internal use by CSC only
Understand
© SAP 2009 / Page 1
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Exercise: Assessment of QM for Safeguarding Integration Validation
This exercise will assist you in: Determining
where the Quality Manager for Safeguarding Integration & Validation can fit within the Hopp’n Malt organization the benefits, objectives, activities and KPIs of the QM for Safeguarding Integration & Validation (SIV) For internal use by CSC only
For internal use by CSC only
Understanding
© SAP 2009 / Page 1
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Hopp’n Malt Organizational Structure
Hopp’n Malt Organizational Structure
REGIONAL Business Process Champions
IT MANAGEMENT ORGANIZATION Program Manageme nt Office (PMO)
Business Process Operations
Help Desk
IT Program Management Office (PMO) Infrastructure
Applications
For internal use by CSC only
For internal use by CSC only
GLOBAL Business Process Champions
IT Operations
Systems
Development
Basis Mgt.
Functional Analysts
Exception Mgt
Storage Software
Cross-Appl Analysts
Interfaces Mgt.
Network
Training Mgt.
Interfaces
Capacity/ Perf Mgt.
BW
End User Mgt
Test Mgt
Job Mgt.
Change Mgt © SAP 2008
©SAP AG
E2E060
2-89
For internal use by CSC only
For internal use by CSC only
2-90
E2E060
©SAP AG
Unit 2: Quality Manager for Safeguarding Integration Val
idation Exercise 2
Unit 2: Quality Manager for Safeguarding Integration Validation Topic: The benefits, objectives, activities and KPIs of the QM for Safeguarding Integration & Validation (SIV) are now understood.
For internal use by CSC only
For internal use by CSC only
At the end of this exercise you will be able to: • Assess which current role in Hopp’n Malt would best facilitate the role of the QM for SIV. Which efforts this QM would drive forward and what KPIs would be periodically reported.
In this exercise you will go through the process of reviewing Hopp’n Malt’s organizational structure, the objectives, activities and KPIs of the QM for SIV, and determine how best to integrate this role.
1.
Review the organization chart for Hopp’n Malt. Make any assumptions you like as to what functions are performed in each group (org chart box). Where would the Quality Manager for Safeguarding Integration Validation most likely come from? •
2.
3.
4.
.
List some of the benefits of having a Safeguarding Integration Validation Quality Manager: •
.
•
.
•
.
List the main objectives of the Quality Manager for Safeguarding Integration Validation: •
.
•
.
•
.
•
.
List the main activities that this Quality Manager will perform: •
.
•
.
©SAP AG
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6.
.
•
.
•
.
List the main activities that this Quality Manager will ensure are conducted in the Hopp’n Malt organization, but not necessarily perform themselves: •
.
•
.
•
.
•
.
•
.
For internal use by CSC only
For internal use by CSC only
5.
•
List some of the KPIs that this Quality Manager will report to the “lead” Quality Manager and/or upper management: •
.
•
.
•
.
•
.
•
.
©SAP AG
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Unit 2:
Solution 2
Unit 2: Quality Manager for Safeguarding Integration Validation Topic: The objectives, activities and KPIs of the QM for Safeguarding Integration & Validation (SIV) are now understood. Now perform an assessment and create action plan for implementing this QM role in Hopp’n Malt.
• Assess which current role in Hopp’n Malt would best facilitate the role of the QM for SIV. Which efforts this QM would drive forward and what KPIs would be periodically reported. Finally, create an action plan for integrating this role into your company. In this exercise you will go through the process of reviewing Hopp’n Malt’s organizational structure, the objectives, activities and KPIs of the QM for SIV, and determine how best to integrate this role.
1.
Review the organization chart for Hopp’n Malt. Make any assumptions you like as to what functions are performed in each group (org chart box). Where would the Quality Manager for Safeguarding Integration Validation most likely come from? •
2.
3.
Either Program Mgt Office or possibly someone in the Applications organization.
List some of the benefits of having a Safeguarding Integration Validation Quality Manager: •
The technical, performance and stability risks related to the deployment are minimized.
•
IT solutions that are deployed will have an increased level of technical quality.
•
Troubled situations in the early phase after go-live are avoided.
List the main objectives of the Quality Manager for Safeguarding Integration Validation: •
Anticipate the risks of a deployment before respective issues are encountered during productive operation.
•
Optimize integration testing and reduce its effort and costs to the necessary minimum.
•
Ensure an adequate testing program is in place with a focus on performance, data consistency and technical correctness.
•
Ensure quality criteria regarding minimum documentation for implemented solution’s documentation are met.
©SAP AG
E2E060
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For internal use by CSC only
For internal use by CSC only
At the end of this exercise you will be able to:
4.
List the main activities that this Quality Manager will perform: • Understand
the core business processes, interfaces and systems involved.
• Understanding • Utilize •
Scope and Time Lines of the Implementation Project.
the Integration Validation Process to “safeguard” deployments.
Facilitate the removal of any roadblocks to implementing Solution. Documentation or performing adequate testing.
• Define
5.
6.
List the main activities that this Quality Manager will ensure are conducted in the Hopp’n Malt organization, but not necessarily perform themselves: •
Ensure the Q-Gate process is implemented for critical deployments.
•
Ensure quality criteria regarding Solution Documentation for implemented solution’s documentation are met.
•
Ensure/verify the availability of an adequate testing program, which includes adequate testing focus (integration, performance/stress), systems/data, tools and expertise.
•
Ensure that the appropriate expertise and tools are in place to perform any needed analysis for critical deployments.
List some of the KPIs that this Quality Manager will report to the “lead” Quality Manager and/or upper management: •
.
•
.
•
.
•
.
•
.
©SAP AG
E2E060
2-94
For internal use by CSC only
For internal use by CSC only
specific KPIs, track and periodically report to a QM-Lead or upper management.
SAP Customer Center of Expertise E2E060 Customer COE E2E060 SAP Customer Center of Expertise 03
- Implementing SAP Quality Management
For internal use by CSC only
For internal use by CSC only
Quality Manager for Protection of Investment
© SAP 2008
©SAP AG
E2E060
3-1
Quality Manager for Protection of Investment: Unit Objectives
After completing this unit, you will be able to: Understand
the meaning of protection of investment and understand why it is important
Understand
how the Quality Manager for Protection of Investment is embedded into the Customer COE
For internal use by CSC only
the major objectives and tasks of the Quality Manager of Protection of Investment
For internal use by CSC only
Understand
© SAP 2009 / Page 1
©SAP AG
E2E060
3-2
Quality Manager for Protection of Investment: Unit Overview Diagram
Lesson 1: Overview Protection of Investment Lesson 2: Top Notes – Hot news - Side Effect Reporting Lesson 3: Support Packages and Support Package Stacks
For internal use by CSC only
For internal use by CSC only
Lesson 4: Enhancement Packages Lesson 5: Upgrade Lesson 6: SAP Standards & Tools Lesson 7: Custom Code Lesson 8: Summary
© SAP 2009 / Page 1
©SAP AG
E2E060
3-3
Quality Manager for Protection of Investment Accelerate Innovation Protection of Investment
BUSINESS Global Business Process Champion Regional Business Process Champion
Business Driven Innovation New functionality can be deployed step by step to fulfill business needs or optimize existing business functions
Program Management Office (PMO)
Application Management QUALITY MANAGEMENT Integrated Q-Management, Single Source of Truth Custom Development 4
Business Process Operation
SAP Technical Operations
IT Infrastructure
For internal use by CSC only
For internal use by CSC only
SAP Technical Upgrade Commitment Every installed base customer solution can be upgraded to the next release. SAP provides all tools to manage the technical upgrade.
End User, Key User
IT
Quality Management for Protection of Investment Minimize costs and risk by applying regular and consistent updates of the technology stacks and application components as a non-event and value driver for the business Leverage built-in innovation with Enhancement Packages (EhP) Ensure customer code maintainability and upgradeability and avoid unnecessary modifications or custom developments. Minimize test efforts with change impact analysis - tests only the software program components of the business processes that have been changed
4
Innovation Optimized custom development & modification clearance Upgrades and Enhancement Packages Maintenance Release Strategy (Support Packages)
© SAP 2008
KEY MESSAGE: The main goal of the QM for protection of investment is to perform regular updates to the technology framework and application components.… NOTES: Protect the SAP Investment: A core value of SAP products is the continuous update to the next business best practices of all SAP industry solutions and updating technologies stacks to their latest versions as well as timely implementation of all legal requirements. These updates are provided by the enhancement packages and legal change packages. In order to implement SAP Continuous Improvement the cost and risk of applying support -, legal change- and enhancement packages must be minimized. Costs are mostly driven by conflict resolution with custom code and custom specific usage as well as the overall testing effort. Risk derives from unforeseen side effects. As the main interface to Custom Development, the QUALITY MANAGER FOR PROTECTION OF INVESTMENT is responsible for establishing: A link with SAP to perform modification justification checks and custom code maintainability checks An efficient and reproducible procedure for conflict resolution Automated, low-cost testing of core business processes Minimum downtime of the production landscape Rapid creation of low-cost test landscapes
©SAP AG
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Establishing a “Single Source of Truth” Protection of Investment Accelerate Innovation QM for Protection of Investment
Business Continuity
Documentation of Solution - Including custom code Maintenance of SAP solutions
Q-Gate
Requirements
Q-Gate
Improvements of solutions Upgrade
Optimize
For internal use by CSC only
Q-Gate Build & Test
Operate
Business Process Operations Incident & Problem Management
Q-Gate
Deploy
IT Reporting
Innovation Management
Q-Gate
For internal use by CSC only
Q-Gate
SAP Technical Operations
Design
Application Management
Solution Configuration Test Management Change Management
Deployment of solution updates
Business Configuration © SAP 2008
©SAP AG
E2E060
3-5
Quality Manager for of Investment QM for Protection ofProtection Investment collaborates with other QMs in Customer COE Application Stability & Innovation Areas of Focus Management of Custom Code
Analysis of as-is landscape Planning regular upgrades to new releases / enhancement packages Support Package Schedule
Documentation of custom code Optimization of custom code On-going reevaluation of justification of custom code
QM for Protection of Investment
QM for Protection of Investment
Business Process Requirements Mapping business process requirements to SAP components and release requirements
QM Business Process Improvement
Implementation or Updates Plan Safeguarding for Integration Validation Review impact on Business Continuity Review impact on custom code
QM for Business Continuity QM for Safeguarding Integration Validation
Validation and Follow-up Validate meeting of business process requirements Initiate next cycle of release master plan
For internal use by CSC only
For internal use by CSC only
Release Master Plan
QM Business Process Improvement QM for Protection of Investment
© SAP 2009 / Page 1
©SAP AG
E2E060
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“Protection of Investment” - Ensuring System
EhPs, Upgrades
Customer modifications
For internal use by CSC only
For internal use by CSC only
New systems / new applications
Minimize / risk mitigation
Corrections, bug fixes
Apply in a well planned way
Landscape Stability and Innovation Simultaneously
System
changes if applied in a well coordinated way, lead to a stable, up-to-date landscape and pave the way to innovation
System
changes if applied in an uncoordinated way and may even inhibit innovation
© SAP 2009 / Page 1
Protection of Investment is achieved by setting up and following a well structured change process There is no way to block out change; you have to handle it in a well structured way. keep your system landscape up to date •
go for recent SP Stacks to minimize costs of daily operations
•
go for latest releases to stay flexible and to be able to use latest functionality
be ready to adopt latest innovation •
meet preconditions to apply EHPs
•
implement EHPs to adapt latest functionality with zero impact on daily operations
minimize system landscape complexity •
go for uniformity
•
adhere to SAP standard functionality
avoid “dead end” situations •
follow SAP’s product lifecycle
control modifications to SAP standard coding •
avoid them whenever possible
•
minimize impact on system landscape upgradeability
©SAP AG
E2E060
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QM for Protection of Investment A Release Master Plan is Key Release Master Plan
BS1
CRM 7.0
BS2
SCM 5.1
BS3
ERP 6.0
E01
R/3 4.6C
NW1
Portal 6.0
Q1 200x
Q2 200x
Q3 200x
Q4 200x
SPS 2
CD V2
CD V1
Legend SP
Support Package
SPS
Support Package Stack
EhP
Enhancement Package
UG
Upgrade
CD
Custom Development
SPS 2 EhP 4
SP 2 EhP 4 UG ERP 6.0 SP15
For internal use by CSC only
For internal use by CSC only
System Product
The Release Master Plan ensures system landscape is up-to date defined
slots for improvement of existing solution defined slots for new functionality defined
slots for legal change updates
A
Jointly Defined Release Master Plan is Key For Keeping the System Landscape up to date with minimal risk.
© SAP 2009 / Page 1
©SAP AG
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Quality Manager for Protection of Investment: Unit Overview Diagram
Lesson 1: Overview Protection of Investment Lesson 2: Top Notes – Hot news - Side Effect Reporting Lesson 3: Support Packages and Support Package Stacks
For internal use by CSC only
For internal use by CSC only
Lesson 4: Enhancement Packages Lesson 5: Upgrade Lesson 6: SAP Standards & Tools Lesson 7: Custom Code Lesson 8: Summary
© SAP 2009 / Page 1
©SAP AG
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SAP HotNews and TopNotes 1. SAP HotNews Contain
solutions for customer problems with very high priority, such as poor system performance or data loss
Allow
customers to filter and display SAP HotNews for their chosen components
2. SAP TopNotes on a monthly basis
Represent
the ten most important SAP Notes for each component
Reviewed
monthly by experts in the relevant departments and updated based on the current SAP Note customer usage rate
Side-Effect reporting: Important both for HotNews and TopNotes:
Side-Effect reporting to avoid known side-effects caused by Notes
© SAP 2009 / Page 1
SAP HotNews are priority 1 (very high priority) SAP customer notes. These notes tell you how to resolve or avoid problems that can cause severe damage to your system. If you are affected by these problems, you must ensure that you are aware of these notes. SAP TopNotes are the most important notes of a component or a subcomponent reported on successfully closed customer support messages. The selection of the 10 most successful notes is done regularly, on a monthly basis, in a semi-automatic process.
©SAP AG
E2E060
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For internal use by CSC only
For internal use by CSC only
Published
QM for Protection of Investment Ensures the use of HotNews on SAP Service Market Place
For internal use by CSC only
For internal use by CSC only
Available here: service.sap.com/hotnews
Learn more: service.sap.com/notes -> Learning Map © SAP 2009 / Page 1
©SAP AG
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QM for Protection of Investment Ensures the use of TopNotes in SAP Service Market Place
For internal use by CSC only
For internal use by CSC only
Available here: service.sap.com/topnotes
Learn more: service.sap.com/notes -> Learning Map © SAP 2009 / Page 1
©SAP AG
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QM for Protection of Investment Ensures the use
of Side Effect Reporting in SAP Service Market Place
The problem caused by this SAP Note…
…Within this Support Package
For internal use by CSC only
For internal use by CSC only
Available here: service.sap.com/notes
…Will be solved by this SAP Note
Learn more: service.sap.com/notes -> Learning Map © SAP 2009 / Page 1
©SAP AG
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QM for Protection of Investment - Tasks SAP HotNews and TopNotes Motivation Minimize
cost of daily operations by applying SAP’s latest corrections
HotNews and TopNotes as proactive measures to avoid unplanned downtimes or unexpected error situations
Involved QMs
Action Plan Set
up and monitor regular procedures to check for new HotNews and TopNotes HotNews
Business Continuity Integration Validation
-> weekly cycle
TopNotes
For internal use by CSC only
For internal use by CSC only
Leverage
-> monthly cycle
Spot
check available vs. implemented HotNews and TopNotes
Spot
check usage of Side-Effect Reporting
© SAP 2009 / Page 1
©SAP AG
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Quality Manager for Protection of Investment: Unit Overview Diagram
Lesson 1: Overview Protection of Investment Lesson 2: Top Notes – Hot news - Side Effect Reporting Lesson 3: Support Packages and Support Package Stacks
For internal use by CSC only
For internal use by CSC only
Lesson 4: Enhancement Packages Lesson 5: Upgrade Lesson 6: SAP Standards & Tools Lesson 7: Custom Code Lesson 8: Summary
© SAP 2009 / Page 1
©SAP AG
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Support Package Stacks (SP Stacks)
SAP
releases sets of Support Packages per product and per quarter – the SAP Support Package Stacks (SP Stacks)
Higher
quality and ensured compatibility of included Support Packages
Simplified
download of included Support Packages from a one page summary
R/3 Appl. ABA Basis Kernel
APO
For internal use by CSC only
Packages & patches of SP Stacks must be used in the given combination. Other combinations only apply in exceptional cases
For internal use by CSC only
Support
Stack
Appl. ABA Basis Kernel
BW Appl. ABA Basis
Accelerated
application, lower cost of operations and system maintenance
Kernel
Q1
Q2
Q3
Q4
t
© SAP 2009 / Page 1
Patch: •
Correction of single errors
•
Published on demand
Support Package: •
Collection of program corrections and updates to a particular software component
•
Includes all corrections and updates since the last Support Package
•
Published regularly according to schedule
Support Package Stack: •
Set of Support Packages for a particular product version that must be used in combination
•
Reduction of complexity and dependency of Support Packages
•
Same tools and technologies for importing Support Package types
•
Integration testing done for the Stack as a whole, therefore better and more comprehensive testing than for the ndividual support packages between Stacks
•
SAP recommendation: Apply a Support Package Stack to update an SAP system
©SAP AG
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QM for Protection of Investment SP-Stacks on SAP Service Market Place
For internal use by CSC only
For internal use by CSC only
Available here: service.sap.com/sp-stacks
Learn more: service.sap.com/sp-stacks -> “Read More“ © SAP 2009 / Page 1
service.sap.com/ocs-schedules additional site for finding release date linformation on support packages and stacks.
©SAP AG
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QM for Protection of Investment
See Quick Link http://service.sap.com/sp-stacks for more information
© SAP 2009 / Page 1
©SAP AG
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For internal use by CSC only
For internal use by CSC only
SP-Stack Schedule on SAP Service Market Place
QM for Protection of Investment MOPZ is Used for Optimal Handling of Maintenance Processes Planning of maintenance
Display current level and recommended level
Support Packages and Stacks HotNews
Administration Approve and download
For internal use by CSC only
For internal use by CSC only
Provide transparency
Import
Test
Release to production
More information: http://service.sap.com/solman-mopz © SAP 2009 / Page 1
©SAP AG
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QM for Protection of Investment Business Process Change Impact Analysis Customer Pain Point SAP
Solution updates occur frequently
SAP
triggered: Support Packs, Enhancement Packs
Customer
triggered: Custom code, Extentions, Modifications, Customizing
business processes are affected by planned change? For internal use by CSC only
For internal use by CSC only
Which
Approach SAP Solution Update
Change Impact Analysis Identification
of business processes affected by change
Risk-based
Test Recommendation
Test Planning Check
/ creation of Test Cases
Test
Plan update and Test Package creation
Test Execution Manual
Tests
Automated
Tests via 3rd Party Test Suites and SAP eCATT
© SAP 2009 / Page 1
©SAP AG
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QM for Protection of Investment Ensures the use of SAP Business Process Change Analyzer (BPCA) Preparation
Analysis Customer plans SAP Solution Update
Scenario: Order to Cash Sales Order Delivery Goods Issue Billing Scenario: Procure to Pay …
Identification of critical Business Processes
“Which critical Business Processes will be affected by planned change?”
SAP Support
Packs
Customer executes Business Process
SAP
Enhancement Packages Custom Code Customizing
Business Process Change Analyzer
Planned changes
changes
Background trace records all used SAP objects
Scenario: Order to Cash Sales Order code change Delivery Goods Issue UI change Billing Scenario: Procure to Pay Create PO customizing change
Code: Function Modules, Module Pools, …
Benefits
Tables: Configuration, Master Data, …
Identification of affected Business Processes
Technical Bill of Material (T-BOM) assignment to
Risk-based test scope recommendation
Business Process of Business Blueprint
Automatic test plan generation
For internal use by CSC only
For internal use by CSC only
Business Blueprint
© SAP 2009 / Page 1
Prerequisite SAP Solution Manager Project and/or Solution with Business Processes •
At least one SAP Solution Manager Solution or Project must be available.
•
Managed systems are connected with Solution / Project via logical components
•
Business Processes must be defined in SAP Solution Manager within Solution / Project – Recommendation: At least mission critical processes should be defined in Project / Solution – Recommendation: Define Customer Attribute to assign priority to Business Process
•
Component ST-PI (the latest version) must be installed on each managed systems as it contains so called “E2E_TESTING_AGENT”
•
The user needs to have all authorizations for TBOM creation in SAP solution Manager system: – Authorizations, for user to create T-BOM: http://sevice.sap.com Manager
•
Release 7.0 EHP 1
SAP components Security Guide SAP Solution Manager 7.0 EHP 1.
SAP Solution
The user needs to have application specific authorizations in the managed system.
©SAP AG
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QM for Protection of Investment
For internal use by CSC only
For internal use by CSC only
SAP Business Process Change Analyzer (BPCA)
DEMO © SAP 2009 / Page 1
©SAP AG
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QM for Protection of Investment - Tasks Support Stack Strategy
Motivation Minimize Avoid
unplanned downtimes
prepared for innovations to come
Involved QMs
Action Plan Follow
BusinessContinuity
Compare
Business Process Improvement
up on SAP’s SP Stack schedule and contents available SP Stacks against implemented stacks and raise the flag if gap becomes too big (i.e. 2 – 3 SP Stacks)
Include
SP Stacks in Release Master Plan and trigger SP Stack implementation
For internal use by CSC only
For internal use by CSC only
Be
cost of daily operations by adopting SAP’s latest corrections
Integration Validation
© SAP 2009 / Page 1
©SAP AG
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Quality Manager for Protection of Investment: Unit Overview Diagram
Lesson 1: Overview Protection of Investment Lesson 2: Top Notes – Hot news - Side Effect Reporting Lesson 3: Support Packages and Support Package Stacks
For internal use by CSC only
For internal use by CSC only
Lesson 4: Enhancement Packages Lesson 5: Upgrade Lesson 6: SAP Standards & Tools Lesson 7: Custom Code Lesson 8: Summary
© SAP 2009 / Page 1
©SAP AG
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Enhancement Packages Continuous Innovation Without Disruption Traditional Upgrades
Enhancement Packages Enhancement Package
User interface
User interface
Functionality
Enterprise services
Enterprise services
For internal use by CSC only
For internal use by CSC only
Functionality
Sales Order Mgmt
“All or none” Affecting the enterprise Requires thorough regression testing Business case for entire release
“Pick and choose” Self-contained innovation Isolated testing effort Business case for target process
© SAP 2009 / Page 1
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Quick Facts Installation and activation are separate via SAP Switch Framework
Preamble SAP enhancement packages are shipped as a delta shipment to SAP ERP 6.0
Optional
Enhancement Packages
•
Each SAP enhancement package contains new versions of existing software components
•
You only update software components, which are related to the functionality you want to use.
•
Selective Update - Example
After installation: •
No UI or process change until a Business Function is activated
•
No implications on the underlying NetWeaver platform, however SAP enhancement packages require defined ERP Support Package Stack
Selective Activation Support Packages
•
New functionality must be explicitly switched on to become active in the system.
•
If activated: •
Mandatory
•
Changes are predictable, only well described changes in the activated areas. Testing is simplified with templates, provided for every Business Function
© SAP 2009 / Page 1
©SAP AG
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For internal use by CSC only
For internal use by CSC only
Selective Installation
How Does the Switch Framework Work?
Business View: “Business Function”
Architectural View: “Techn. Switch”
Business Function Set Business Function Set
Fct BusBus Fct Advertising F4 F2 Mgmt. BusPress Fct F4 Distribution … Enterprise Business Function
HCM, Administration Real Estate …
Enhancements Switch 1 Switch 2 Switch 3 Switch 4 Switch 5
Screen Element 1
For internal use by CSC only
For internal use by CSC only
Bus Fct F1 Industry Business Fct BusBus Fct F2 F1 Set “Media“ Function
Repository View: “Enhancement Framework”
Element 2 IMG-nodes Enhancements
Switch n
Switch BC Set
A s witc h c ontrols the vis ibility of other repos itory objec ts . © SAP 2008
©SAP AG
E2E060
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QM for Protection of Investment Ensures EHP Implementation Discovery & Planning is performed
EHP Discovery & Planning
Enhancement Package Center in SAP Service Market Place http://service.sap.com/erp-ehp
Advantages for Customers
Documentation at deep level of granularity
Great ability to analyze new software functionality
Easily identify needed Business Function(s)
For internal use by CSC only
For internal use by CSC only
Discover Evaluate & Decide
Single point of access to all information related to a business function: Presentations Documentation Release notes Test catalogue Learning Maps
© SAP 2009 / Page 1
©SAP AG
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QM for Protection of Investment - Tasks Be the EHP “Champion” Motivation Minimize Ensure
innovation gap and leverage innovation provided by SAP’s EHPs innovation
that EHP implementation goes in smoothly and does not impact business operation
Optimize Prepare
EHP implementation process
for the next innovation cycle
Leverage
lessons learned in implementing EHPs
Involved QMs
Create
awareness on EHPs in Customer COE
Compare
customer modifications against EHP
contents Include
EHPs in Release Master plan and trigger EHP implementation
Set
up quality gates in between EHP implementation project phases
Report
on quality gate adherence and facilitate project team decisions.
Follow
For internal use by CSC only
For internal use by CSC only
Action Plan
Business Continuity Business Process Improvement
up on SAP’s EHP schedule and contents
Deduce
lessons learned e.g. from collisions of EHP contents and customer modifications
© SAP 2009 / Page 1
©SAP AG
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Quality Manager for Protection of Investment: Unit Overview Diagram
Lesson 1: Overview Protection of Investment Lesson 2: Top Notes – Hot news - Side Effect Reporting Lesson 3: Support Packages and Support Package Stacks
For internal use by CSC only
For internal use by CSC only
Lesson 4: Enhancement Packages Lesson 5: Upgrade Lesson 6: SAP Standards & Tools Lesson 7: Custom Code Lesson 8: Summary
© SAP 2009 / Page 1
©SAP AG
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QM for Protection of Investment Ensures Upgrade Planning & Key Questions are asked Answering these key questions will lead to a solid business case and facilitate better planning and execution of an upgrade Why upgrade? Value
proposition for the upgrade release fitting best the business and IT needs
Target
When is the best time to upgrade?
For internal use by CSC only
For internal use by CSC only
Alignment and synchronization with other projects such as rollouts Awareness of the SAP product and maintenance strategy Right sequence of upgrades in complex landscapes
How much do SAP upgrades cost? Identification
of key cost drivers to gain efficiency and save costs
Measurements
How to realize upgrade projects best? Best
practices and references the complexity of the existing landscape
Handling
What are the risks of upgrade projects? Technical
feasibility of the upgrade on the existing SAP solution Possibility of business disruption Impact
© SAP 2009 / Page 1
©SAP AG
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QM for Protection of Investment Ensures Key Technical Upgrade Challenges are Met
Ensure Smooth System Landscape Transition
Define target release Define sequence and timing of upgrades in landscape Perform upgrade impact analysis for solution landscape Determine resource requirements of target release for upgrade and Unicode
Plan IT infrastructure
conversion
Key Challenges
Manage Parallel Changes Minimize business disruption
Coordinate the parallel change streams of production and upgrade landscape Define and manage the code freeze period Minimize the system downtime for upgrade and conversions
Identify adjustment requirements for custom code, modifications of SAP code,
Adapt Application
interfaces and application customizing Identify need for business process changes
Perform Data Conversions
Check need and impact of unicode conversion on data consistency and downtime Identify need of necessary data conversions in certain applications, e.g., in treasury Test core business processes efficiently
Ensure business continuity
Train users efficiently Ensure that core business processes run stable and consistent with high-
performance after upgrade © SAP 2009 / Page 1
©SAP AG
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For internal use by CSC only
For internal use by CSC only
Understand needs for structural adoption of IT landscape
QM for Protection of Investment Ensures EHP Implementation Discovery & Planning is performed Challenge: Understand all dependencies in the system landscape Understand
the dependencies and compatibility issues within a system, for example, consisting of released database, operating system and user interface combinations in target release (vertical stack) Consult Product Availability Matrix PAM: service.sap.com/PAM
Horizontal direction
For internal use by CSC only
dependencies between different SAP products and software components (horizontal stack) Consult Upgrade Dependency Analyzer UDA: service.sap.com/UDA
For internal use by CSC only
Understand
Vertical Stack
SAP Components, UI, DB, OS…
© SAP 2009 / Page 1
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Plan IT Infrastructure
Challenge: Planning any necessary change to the IT Infrastructure Understand
need for structural adaptation of system landscape because of technology changes
Identify
additional hardware requirements
Evaluate the status quo of your landscape with your Early Watch Alert report Estimate hardware needs with SAP Quicksizer (service.sap.com/Quicksizer)
platform adjustment needs such as required DB or OS versions Consult Product Availability Matrix PAM: service.sap.com/PAM
For internal use by CSC only
For internal use by CSC only
Determine
100,0%
80,0%
60,0%
40,0%
20,0%
0,0% 4.0b
4.5b
4.6b
4.6c
113795
178616
323263
517085
Enterprise 1.10 Enterprise 2.00 752532
778774
ECC 5.00 901070
Memory App CPU App Disk DB © SAP 2009 / Page 1
©SAP AG
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Manage Parallel Changes Challenge: Coordinating the parallel change streams Have
to expend greater effort for implementing and testing changes in both landscapes, particularly with ongoing developments in production landscape
Introduce
a code freeze during the upgrade project to avoid possible system and testing inconsistencies
Manage
emergency repairs in production landscape during code freeze period and align with upgrade landscape capabilities of Change Request and Change Control Management of SAP Solution Manager such as Retrofit
For internal use by CSC only
For internal use by CSC only
Leverage
Production Landscape Production Support
DEV 4.6C
QAS 4.6C
PRD 4.6C
Upgrade Project Landscape Upgrade Project
UPD ECC 6.0
UPQ ECC 6.0
© SAP 2009 / Page 1
©SAP AG
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Perform Data Conversions Challenge: Manage necessary data conversion in connection with upgrades Determine
unicode conversion requirements and impacts
Identify
other data conversion requirements, for example, in the Treasury and Real Estate applications
Use SAP Application Specific Upgrade (ASU) toolbox to check if certain customer specific data still exists and is useable and to start of reports adjusting your data to the new release (service.sap.com/Upgradetools) For internal use by CSC only
For internal use by CSC only
© SAP 2009 / Page 1
©SAP AG
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Adapt Applications Challenge: Organize application adjustment process efficiently Plan
efforts and resources for adjustment process
Adjust
modifications of SAP-owned workbench and DDIC objects necessary adjustments in custom programs using SAP standard objects
Identify
needs for customizing adoptions and adjustments of business processes Check and adopt interfaces For internal use by CSC only
For internal use by CSC only
Understand
© SAP 2009 / Page 1
©SAP AG
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Ensure Business Continuity Challenge: Make sure that no big surprises occur after upgrade weekend Define
business requirements and KPIs for a successful go-live
Define
suitable test scope: Find right balance between level of risk mitigation and testing effort Set up efficient test procedures and test KPIs test workbench functionality in SAP Solution Manager helps you plan, execute, and monitor your integrated testing based on your business process documentation
Identify
appropriate training scope and efficient training methods
For internal use by CSC only
The
learning map builder within SAP Solution Manager helps you create role-specific learning maps relevant to end-user training Testing effort
For internal use by CSC only
The
Risk © SAP 2009 / Page 1
©SAP AG
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QM for Protection of Investment SAP Upgrade Road Map DESCRIPTION
EXAMPLE
SAP's standard methodology to plan and execute the upgrade of an SAP solution Content: Best practices and templates for project management, functional and technical aspects facilitating key tasks of the entire project team Formats: HTML version on SAP Upgrade Info Center at:
ST-ICO140, latest updates in ST-ICO150(SP4) Availability: Since 06/2004, latest update (V3.1) in 07/2006
Content updates by SAP ERP upgrade path (11/2005)
Languages: English, German
BENEFITS Repeatable approach that helps to mitigate risks, attack key time consumers and reduce costs and effort Central point of access to upgrade project information and integrated use with SAP Solution Manager
Accelerators
Source- Release
Target Release
SAP R/3 3.1i – SAP ECC 5.0
SAP ECC 6.0
134
SAP Learning Solution 2.0 and 3.0
SAP Learning Solution 6.0
54
(19 unique)
SAP SEM 3.0 – 4.0
SAP SEM 6.0
48
(17 unique)
(22 unique)
FSCM 2.0 and 3.0
FSCM 6.0
63
(22 unique)
SAP E- Recruting 2.0 and 3.0
SAP E - Recruting 6.0
48
(17 unique)
SAP cProjects 2.0 – 3.1
SAP cProjects 4.0
57
(14 unique)
ISA WAC 4.0
XECO 5.0
42
(15 unique)
SAP XSS 5.0
SAP XSS 6.0
45
(16 unique)
© SAP 2009 / Page 1
©SAP AG
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For internal use by CSC only
For internal use by CSC only
http://service.sap.com/upgraderoadmap SAP Solution Manager format: starting with
QM for Protection of Investment Upgrade information on SAP Service Market Place
For internal use by CSC only
For internal use by CSC only
SAP Upgrade Info Center URL: www.service.sap.com/upgrade
© SAP 2009 / Page 1
©SAP AG
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QM for Protection of Investment - Tasks Be the Upgrade “Champion” Motivation Prepare
for the next innovation cycle
Minimize
innovation gap and leverage innovation provided by SAP’s latest releases innovation
Decision
on upgrade needs to be fact based and well informed
Ensure
that upgrade goes smoothly and does not impact business operation
Action Plan “Upgrade Discovery” For internal use by CSC only
awareness about new releases in Customer COE
Compare Keep
For internal use by CSC only
Create
customer modifications against upgrade contents
release master plan up to date and trigger upgrades
Initiate
and facilitate decision-making on upgrade
Ensure
that all upgrade relevant questions are tackled and all aspects and cost drivers are taken into consideration
Ensure
that challenges are understood and SAP tools and services for risk/cost mitigation are employed
Set
up quality gates in between upgrade implementation project phases & report on quality gate adherence and facilitate project team decisions
Set
up review of previous upgrade project and also compare planned costs /KPIs against actual ones
© SAP 2009 / Page 1
©SAP AG
E2E060
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Quality Manager for Protection of Investment: Unit Overview Diagram
Lesson 1: Overview Protection of Investment Lesson 2: Top Notes – Hot news - Side Effect Reporting Lesson 3: Support Packages and Support Package Stacks
For internal use by CSC only
For internal use by CSC only
Lesson 4: Enhancement Packages Lesson 5: Upgrade Lesson 6: SAP Standards & Tools Lesson 7: Custom Code Lesson 8: Summary
© SAP 2009 / Page 1
©SAP AG
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QM for Protection of Investment Change Request Management is a Key Standard
Transparency of all software changes
Full documentation of each change: Each change in the system has a link to a Change Request
Changes can be scheduled according to priority, category and possible impact
All changes follow an established workflow. Only changes which are approved and tested come into production
Change Request Management incorporates SAP’s best practices in transport management
Management of Non-ABAP systems is possible
DEV
QAS
For internal use by CSC only
For internal use by CSC only
QM for Protection of Investment has to ensure that standardized methods and procedures are used for efficient and prompt handling of all changes
PRD
© SAP 2009 / Page 1
Change request management helps to avoid these risks: Cluttered, uncoordinated (content wise) changes Unknown contents and impact of changes Uncoordinated changes (time/transport wise) Change request management helps to answer these questions •
Which transport requests were imported into which systems? – No manual tracking necessary
•
Which change requests are in process/completed...? – e.g. at the development close
•
Which change requests are part of a customer development cycle? – Transparency of the scope of a release
Statistical KPIs to be monitored by the Quality Manager for Protection of Investment: •
How many urgent and normal corrections were created – Which percentage of changes was urgent?
•
How long do change requests take to be completed? – Per organization, user, type, step
•
How many change requests were rejected or withdrawn? – Per organization, user, type, by whom and why
©SAP AG
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Change Request Management (CHaRM) A Change Management Tool to Reduce Risk Project Mgmt cProjects SAP Solution Manager Project
Project Cycle Test
Emergency Correction
Go-Live
For internal use by CSC only
For internal use by CSC only
Development w/o or w/ release
SAP Solution Manager
Normal Corrections Test messages (during integration test) Urgent Corrections
© SAP 2009 / Page 1
Benefits: Controlled imports into QA and Production Systems reduces risk Only approved changes allowed Different change types supported, such as urgent production break fixes and normal enhancements Central tool Changes, by who and when, automatically logged and auditable
©SAP AG
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ChaRM Helps to Organize Development Projects
Across Different Transport Landscapes
Project Mgmt Development Landscape* System
Production Landscape
System
System
SE80 DS & DI
mySAP ERP
mySAP ERP
mySAP ERP
Transport Landscape CRM
SE80 DS & DI
mySAP CRM
mySAP CRM
mySAP CRM
Transport Landscape EP
Portal Content Administrator DS & DI
Enterprise Portal
Enterprise Portal
Enterprise Portal
Transport Landscape BW
SE80
BW
BW
BW
Transport Landscape PI
SE80 Integration Builder
Process Integration (XI)
Process Integration (XI)
Process Integration (XI)
* CTS+ provides management for non-ABAP changes
Change Request Management
SAP Solution Manager © SAP 2009 / Page 1
Change Request Management can handle dependent transports in different systems. In this example, the Solution Manager Project comprises several SAP systems. The systems have dependent transports. All transports for the whole solution are bundled under the umbrella of the Solution Manager project. When the project goes live all transport requests that belong to the same Solution Manager project are imported at the same time. So all dependencies are considered automatically. Note: the graphic shows central management of non-ABAP changes. CTS+ is required for this. It is not ChaRM functionality, but it can be implemented in a SAP Solution Manager system with ChaRM on top.
©SAP AG
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For internal use by CSC only
For internal use by CSC only
Transport Landscape ERP
Development Environment
QA Landscape
ChaRM Utilizes the Enhanced Change and Transport system CTS+ Change Logistics Change Request Management SAP Solution Manager Better Control
For internal use by CSC only
For internal use by CSC only
Improved Documentation
Enhanced Change and Transport System (CTS+) SAP System ABAP Stack Improved Documentation
ABAP
Better Control
Java
.net
…..
© SAP 2009 / Page 1
Software Logistics Functions: Charm is sitting on top of CTS and uses the APIs in order to create and release transport requests Change Request Management in SAP Solution Manager is 100% compliant with the Enhanced Change and Transport System. On the lowest level, transports are executed with proprietary Java tools. These Java tools can be controlled by the Enhanced ABAP Change and Transport System (CTS+). This allows a better control of transports. Furthermore, the documentation, tracking and troubleshooting possibilities are improved. On the next level of control, transports in the ABAP Stack can be managed by Change Request Management in SAP Solution Manager. This increases the control of the full change process, including the incident, approval process and change realization process.
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QM for Protection of Investment - Tasks Ensure Rollout of “Change Request Management”
Motivation Leverage Avoid
non-uniform and non-standard change processes
Ensure Avoid
your organization lives SAP standard “Change Request Management”
deviations from processes and best practices
know how on SAP standards up to date
Involved QMs
Action Plan Know
Business Continuity
Map
Protection of Investment
SAP standard “Change Request Management” SAP standards to needs / current situation in Customer COE’s area of responsibility
Ensure
roll out of standard to Customer COE
Conduct
reviews on standard compliance
For internal use by CSC only
For internal use by CSC only
Keep
SAP standard “Change Request Management” and best practices
Integration Validation
Identify
deviations from standard compliance & drive corrective measures
© SAP 2009 / Page 1
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Quality Manager for Protection of Investment: Unit Overview Diagram
Lesson 1: Overview Protection of Investment Lesson 2: Top Notes – Hot news - Side Effect Reporting Lesson 3: Support Packages and Support Package Stacks
For internal use by CSC only
For internal use by CSC only
Lesson 4: Enhancement Packages Lesson 5: Upgrade Lesson 6: SAP Standards & Tools Lesson 7: Custom Code Lesson 8: Summary
© SAP 2009 / Page 1
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Custom Code Business & IT Perspectives IT Challenges
Business Requirements Flexibility to
Increasing
Reduce
No
adjust your SAP System on new business requirements development & maintenance costs for custom developments
Reduce
costs caused by upgrades or SP Stack implementations
number of custom developments and modifications transparency whether individual developed objects are really productively used
Unnecessary development
quality with respect to upgradeability
Number of custom objects
Used custom objects Obsolete custom objects
1
2
3
4
5
6
Year
© SAP 2009 / Page 1
Required Solution Documentation Which parts of the project are impacted by the custom code? Why has the custom code been done (business background)? Which systems are involved? Are there any dependencies between the custom code and other systems/functions? Which business processes and process steps are changed? What are the transactions or entry points of the custom code? Which interfaces are used to integrate the custom code with standard applications? Which development objects have to be transferred from development to quality assurance and production system? How to operate the custom code? How to set up and execute integration and volume test for the custom code?
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For internal use by CSC only
For internal use by CSC only
Low
projects
Custom Code Highlevel Overview of Documentation Steps in SAP Solution Manager1/2 Create Project in Solution Manager Project
name
System Team
Model Business Process Reuse
landscape
member
Project
standards (key
of existing content
Business Process Repository Other project / solution
Create
new content
Functional documentation / business background
Definition of entry points
Development object list
Performance and value KPIs Integration and volume test
Application operations guide
For internal use by CSC only
For internal use by CSC only
words)
Assign Documentation
© SAP 2009 / Page 1
The project serves as container for project information: •
Project documentation
•
System landscape
•
Project standards
•
Milestones
•
…
After go-live (or successful end of a re-documentation project), the project information will be transferred into Solution Directory such that it is available for solution operations Solution Directory is a repository in SolMan to group systems and business processes according to certain criteria (e.g., systems involved in a core business process, systems operated by the same system administrator, …) Solutions are groups of related systems •
Joint maintenance and administration
•
Individual monitoring dashboards
•
Provide restricted view of the systems
Documentation Content: •
Interface Documentation – Business process source step – Business process destination step – Interface type
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•
Mode (synchronous/asynchronous)
•
Technical information – Technical interface object name – Routing information – Description of data / business objects exchanged
•
Expected document volume – Average number of documents per hour/day/week/month – Maximum number of documents per hour/day/week/month – Performance KPIs List of background jobs used within project to map the jobs to the corresponding business process steps
For internal use by CSC only
For internal use by CSC only
•
– Job name – Business scenario – Business process – Business process step
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Custom Code High level Overview of Documentation Steps in SAP Solution Manager2/2 Create Project in Solution Manager Project System Team
name
Model Business Process Reuse
landscape
standards (key
Repository Other project / solution
Create
new content
words)
Functional documentation / business background
Definition of entry points
Development object list
Performance and value KPIs
Integration and volume test
Application operations guide
For internal use by CSC only
For internal use by CSC only
Business Process
member
Project
of existing content
Assign Documentation
© SAP 2008 2009 / Page 1
expected document volumes to be processed by this custom development •
Performance / usage KPIs – Transaction / entry point – Action – Peak hour – Average executions per hour – Concurrent users – Response times
•
Document volume – Document type (technical name) – Description – New objects per month – Accessed/transferred objects (max/avg) per hour/day
testing of the project •
Transport landscape
•
Roles and responsibilities for testing – Workflow – Possible exceptions to this workflow – Change request management process
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– How are test activities of the different test types assigned to organizational units? – Responsibilities for the development of tests •
Quality targets and criteria, test KPIs
•
Test result documentation
•
Test data preparation and management
•
Test execution (execution, monitoring, error tracking, tools)
What needs to be done to smoothly operate the custom code application? •
Monitoring – Alerts, error logs, workload, interfaces, background jobs Administration and management For internal use by CSC only
For internal use by CSC only
•
– Starting and stopping – Technical configuration – Backup and restore – Periodic tasks – User management – Load balancing and scalability – High availability •
Software change management – Which tools have to be used to deploy software/configuration changes
•
Troubleshooting – Which typical problem types exist and how to fix them
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QM for Protection of Investment
SAP Tools and Services to Mitigate Modification Costs
Tools and services provided by SAP for risk/cost mitigation: SAP’s
Custom Development Management Cockpit (CDMC Tool)
Identifies
obsolete custom developments
Preparation
Modification
for system upgrades
Clearance/Justification Check (SAP Service)
experts check the necessity of custom developments/modifications SAP experts point out alternative solutions Custom
For internal use by CSC only
For internal use by CSC only
SAP
Code Maintainability Check (SAP Service)
SAP
experts evaluate the quality of your custom development project with regard to upgradeability and maintainability
Prerequisite for above: You
have to implement the SAP Standard “Solution Documentation” for Custom Development
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Custom Development Management Cockpit CDMC Value to Customers Transparency for customer own developments Verify
with CDMC, which of your customer own developments are actually used in your productive environment and which of them are obsolete.
Accelerated Upgrade Check
if customer developments would be affected by upgrading systems to higher releases and help to adapt them.
For internal use by CSC only
For internal use by CSC only
Transparent Information Check
and identify impact of changed SAP standard objects on custom development effort estimation at an early time in change projects
Reduced Project Duration Support
IT projects, like system consolidation, by automatically identifying obsolete customer repository objects and reduce effort of adaptation.
Resulting in REDUCED COST while INCREASING QUALITY in customer developments as well as in consolidation and upgrade projects
© SAP 2009 / Page 1
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SAP Solution Manager CDMC Enterprise Edition Technical Use Cases Upgrade / Change Impact Analysis
Clearing Analysis CDMC Control System Solution 1
Central Solution Manager System
Upgrade Project
Workcenter: Implementation/Upgrade DEV
QAS
PROD
Solution 2
DEV
QAS
For internal use by CSC only
For internal use by CSC only
Maintenance Project
PROD
Key activities: Key activities: Identify from CDMC
control system obsolete custom developments in a solution (PRD system)
Launch CDMC via workcenter
or upgrade roadmap Trigger all CA and UCIA
relevant activities for every project and dedicated system landscape
Initiate clearing process
Key activities: Use list with used custom
developments as an input for the UCIA project Determine Impact on custom
developments during upgrade
© SAP 2009 / Page 1
SAP recommends to use the central Solution Manager system as the CDMC control system. CDMC is accessible in a Solution Manager system via the work center implementation/upgrade and the upgrade roadmap (transaction code CNV_CDMC). If we have a look at possible use cases for CDMC we can distinguish between two use cases „clearing analysis“ and „upgrade/change impact analysis“. For a clearing analysis the focus lies on analyzing the production system for obsolete custom developments. With the solutions defined in solution manager it is possible to identify the relevant productive systems for a clearing analysis project. The Upgrade/Change Impact Analysis (UCIA) analyses the impact an upgrade has on custom developments. The set of used objects determined in the clearing analysis can serve as a basis for this analysis. With upgrade or maintenance projects defined in Solution Manager it is easily possible to identify the relevant systems for an Upgrade/Change Impact Analysis project. CDMC Controls System Before you can start to work with the CDMC clearing analysis, you have to determine the productive system(s) you want to perform a clearing analysis for. Once you have determined the relevant systems, you can start with the preparations for your first Clearing Analysis project. First of all, you need to make sure that you have the required statistics information available. We recommend that the statistics should cover at least three months and one fiscal year change. This information can be seen in transaction ST03n. To ensure that the statistics continue to be collected and stored as required, choose Activate Statistics in the control center entry screen. For each relevant system, specify the RFC destination and choose Activate. Then specify the frequency with which the statistics should be collected as ©SAP AG
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well as the number of periods for which the statistics information is available. (This is also the frequency with which the jobs get scheduled.) The necessary jobs are then automatically scheduled in the systems you specified as statistics systems. During the Collect phase of a Clearing Analysis project, the collected information is then transferred to the control system, where it is analyzed. Note that the statistics collection continues as long as the related jobs are active. Within the global settings phase, the preparations for an Upgrade/Change Impact Analysis project is limited to the maintenance of average adjustment times per object type. These times reflect the average duration that is necessary to adjust a custom development in the course of an upgrade. This information will be the basis for a first effort estimation to adjust the custom objects in the course of an upgrade to ensure a better planning security and helping to keep the upgrade costs within the given budget. For internal use by CSC only
For internal use by CSC only
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Modification Clearance/Justification Check SAP AGS Service What is performed in this service: Evaluates proposed modifications of SAP standard solutions Checks whether SAP standard functionality would satisfy requirements Checks whether SAP standard enhancements rather than SAP source code modifications would satisfy requirements
For internal use by CSC only
For internal use by CSC only
Benefit: Assistance in Reducing Total Cost of Operation Avoid unnecessary modifications resulting in significant efforts for development, maintenance and testing More easily leverage functional developments in the SAP standard via SAP Enhancement Packages and new SAP Releases Simplify the application of SAP Support Packages and the maintenance of your SAP solution
© SAP 2009 / Page 1
Customer value •
Lower costs of operation: Avoid unnecessary development efforts
•
Enable innovation without disruption: Easily adopt SAP EHPs and new Releases
•
Reduce operating costs: Simplify the application of SAP Support Packages
SAP offer: Evaluation of Proposed Modifications of SAP Standard Solutions •
Can the required business functions be implemented within SAP standard?
•
Can required business functions be achieved via standard enhancements rather than SAP source code modifications?
•
Are there alternative implementation options? (e.g. business process reengineering or workaround solutions)
When to Use •
You need new functionality presumably not contained in standard functional scope and you intend to close the gap by a modification or a custom development
•
You would like to evaluate whether an existing modification is still necessary with an SAP Enhancement Package or a new SAP Release
Prerequisites •
You are an Enterprise Support customer with Solution Manager Enterprise Edition.
•
You documented within SAP Solution Manager Enterprise Edition according to standard “Minimum Documentation”: – standard Scope and architecture of your business processes
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– identified functional gap •
Intended modification or custom development Delivery
•
The SAP Modification Justification Check is performed as a remote service for an ABAP-based SAP system
Outcome: SAP provides documentation in your Solution Manager Enterprise Edition •
Verification whether SAP standard functionality or SAP standard enhancements could be used to achieve the functional requirement
•
Suggestions for business process reengineering or alternative implementation strategies
For internal use by CSC only
For internal use by CSC only
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Custom Code Maintainability Check SAP AGS Service What is performed in this service: Analyzes the objects in your custom development project Evaluates the quality of your coding regarding the ability to perform future SAP upgrades and SAP Enhancement Package or SAP support package imports Documents the results in a service report
For internal use by CSC only
For internal use by CSC only
What you can expect as the outcome: Transparent documentation of all objects in a custom development project Categorization of these objects into modified SAP objects, enhancements, customer objects and referenced SAP objects Determination of key figures, indicating the upgradeability and maintainability of your system Benchmarking of these figures against average values of custom development projects
© SAP 2009 / Page 1
Example Scenario: Step 1: Maintain interfaces to SAP Standard based on business requirements via Solution Manager – Gap Identification •
I.E. Modification in sd_shipment_create to initiate stock posting
Step 2: Request custom code maintainability check Step 3: Review business requirement and fit to SAP Standard enhancement options like user exits I.E. Determine storage location in exit saplv02v_002; use BAPI_GOODSMVT_CREATE for inventory posting; etc. Step 4: Offer EOD in case customer needs more details on how to avoid the conflict Step 6: Maintain minimum documentation
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QM for Protection of Investment – Tasks Ensure Custom Development is Documented Motivation Have
a clear and up to date picture of modifications and custom development:
to have transparency whether customer objects are productively used
to avoid unnecessary development
ensure easier upgrades
Involved QMs
Know
the SAP E2E standard “Solution Documentation for Custom Development”
Business Continuity
Drive
Protection of Investment
the implementation of SAP Solution Documentation Assistant
Identify roles Organize
For internal use by CSC only
For internal use by CSC only
Action Plan
and set up trainings
roll out of standard to Customer
COE Follow
up on standard adherence
© SAP 2009 / Page 1
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QM for Protection of Investment – Tasks Leverage the SAP CDMC Tool and Custom Code Services Motivation Mitigate risk and cost induced by increasing number of modifications and custom development Keep system landscape ready for upgrade Avoid modifications and custom development whenever possible Mitigate risk and cost induced by increasing number of modifications and custom development Keep system landscape ready for upgrade
For internal use by CSC only
Create awareness and drive use of the CDMC tool in Customer COE Trigger “Clearing Analysis” and “Upgrade / Change Impact Analysis” projects, as needed Report on Custom Code quality management KPIs Set up processes that ensure the following are part of every relevant project:
For internal use by CSC only
Involved QMs
Action Plan
Business Continuity Protection of Investment
Modification Clearance/Justification Check Custom Code Maintainability Check © SAP 2009 / Page 1
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Quality Manager for Protection of Investment: Unit Overview Diagram
Lesson 1: Overview Protection of Investment Lesson 2: Top Notes – Hot news - Side Effect Reporting Lesson 3: Support Packages and Support Package Stacks
For internal use by CSC only
For internal use by CSC only
Lesson 4: Enhancement Packages Lesson 5: Upgrade Lesson 6: SAP Standards & Tools Lesson 7: Custom Code Lesson 8: Summary
© SAP 2009 / Page 1
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Summary QM for Protection of Investment BUSINESS Global Business Process Champion Regional Business Process Champion
Application Management QUALITY MANAGEMENT Integrated Q-Management, Single Source of Truth 4 Custom Development
Business Process Operation
For internal use by CSC only
For internal use by CSC only
Program Management Office (PMO)
End User, Key User
SAP Technical Operations
IT Infrastructure IT
4
Innovation Optimized custom development & modification clearance Upgrades and Enhancement Packages Maintenance Release Strategy (Support Packages)
© SAP 2009 / Page 1
KEY MESSAGE: The main goal of the QM for protection of investment is to perform regular updates to the technology framework and application components.… NOTES: Protect the SAP Investment: A core value of SAP products is the continuous update to the next business best practices of all SAP industry solutions and updating technologies stacks to their latest versions as well as timely implementation of all legal requirements. These updates are provided by the enhancement packages and legal change packages. In order to implement SAP Continuous Improvement the cost and risk of applying support -, legal change- and enhancement packages must be minimized. Costs are mostly driven by conflict resolution with custom code and custom specific usage as well as the overall testing effort. Risk derives from unforeseen side effects. As the main interface to Custom Development, the QUALITY MANAGER FOR PROTECTION OF INVESTMENT is responsible for establishing: A link with SAP to perform modification justification checks and custom code maintainability checks An efficient and reproducible procedure for conflict resolution Automated, low-cost testing of core business processes Minimum downtime of the production landscape Rapid creation of low-cost test landscapes
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Summary: Benefits
The benefits of the engagement of the QM for Protection of Investment are: Support Packages current (within a year) and stable system landscape Better managed and a reduced number of customer modifications
Business & IT are better positioned to adapt the latest innovation
For internal use by CSC only
For internal use by CSC only
Master Release Strategy Plans are up to date and communicated
System changes are managed in a controlled and well coordinated way for a stable and up to date system landscape (Change Request Mgt.) Mitigates the risks of implementing Support Packages and upgrading Control changes from customer modifications and mitigate their impact on the ability to implement changes provided by SAP
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Summary: Tasks
Understand the business processes across SAP and non-SAP components Understand SAP’s EHP and Upgrade strategy as well as SAP’s correction strategy (SP Stacks, Notes) Understand the technologies used to implement EHPs, SP Stacks and Notes Set up and maintain a central release master plan and drive innovation Set up change process and control changes to system landscape Facilitate the process of identifying and mitigating the risks which are induced by code modifications to upgrade, EHP and SP Stack implementation Know SAP Standards and Tools, drive their employment and spot check their usage
For internal use by CSC only
For internal use by CSC only
The tasks of the QM for Protection of Investment are:
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Summary: Key Performance Indicators
The key performance indicators for the QM for Protection of Investment are: KEY PERFORMANCE INDICATOR
BENEFIT
Reduced number of incidents related to known SAP bugs (due to regular HotNews and TopNews search and current support package levels)
Frequent note searches may find critical notes that may fix problems before they are encountered by end users
Less custom code (due to evaluation of new software versions and EhPs)
Better system maintainability, easier upgrades, cost savings due to less custom code, and resources available for other tasks
For internal use by CSC only
For internal use by CSC only
Support Package levels are no more than one Less disruptions from known bugs and faster year behind implementation of critical note fixes since less dependent notes may need manually applied
Reduced disruption from regular maintenance Happier end users and less stressed IT and functional team members (due to good communication and a good support package strategy) © SAP 2009 / Page 1
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Summary: Key Performance indicators
The key performance indicators for the QM for Protection of Investment are: BENEFIT
Less costs and business downtime for upgrade projects (from lessons learned from previous upgrade projects)
Faster and more cost effective upgrades
Completeness of documentation of current system landscape and processes
Less time spent on future projects if current landscape and business processes are documented accurately and are up to date
Reduced number of SAP modifications and custom objects
Better system maintainability and easier upgrades
For internal use by CSC only
For internal use by CSC only
KEY PERFORMANCE INDICATOR
© SAP 2009 / Page 1
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Summary: Reporting Requirements
The reporting requirements of the QM for Protection of Investment are: All identified change management, SAP Support Package/Notes and issue related KPIs
Any challenges or roadblocks to conducting system and software update and upgrade tasks
For internal use by CSC only
For internal use by CSC only
Any KPIs specific to custom code management
Updates on new Enhancement Package release/functionality Delta of current and available software component levels – Release Master Plan
© SAP 2009 / Page 1
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Summary: Critical Success Factors
The critical success factors of the QM for Protection of Investment are: Compliance with relevant SAP Standards (I.E. Change Request Mgt.) Up-to-date Release Master Plan
Readiness to adopt innovation quickly
For internal use by CSC only
For internal use by CSC only
Use of Custom code tools and services
Well defined system Landscape with respect to SP Stacks, EHPs, etc.
© SAP 2009 / Page 1
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Summary: Skills
The required skills of the QM for Protection of Investment are: Knowledge of customers SAP solutions
For internal use by CSC only
For internal use by CSC only
Solid understanding of the business process language spoken by the corresponding business unit as well as the engineering language used by the SAP experts Solid planning capabilities Good understanding of Software Logistic technologies Good understanding of SAP Solution Manager and its capabilities Knowledgeable about SAP software component information in the SAP Service Marketplace
© SAP 2009 / Page 1
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Summary: Recommended Training
The recommended training of the QM for Protection of Investment is: E2E040 – Run SAP End-to-End Solution Operations E2E200 – Change Management
ADM225 – Software Logistics for Java
For internal use by CSC only
For internal use by CSC only
ADM325 – Software Logistics
© SAP 2009 / Page 1
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Information Resources in the Service Marketplace http//:service.sap.com/e2e – end to end solution operations http://service.sap.com/supportstandards - SAP standards for solution operation http://service.sap.com/changecontrol - CTS+, change control, quality gates http://service.sap.com/supportservices - SAP offered services http://service.sap.com/notes - SAP Notes search, SAP TopNotes and HotNews http://service.sap.com/noteassistant - information on the notes assistant tool
For internal use by CSC only
For internal use by CSC only
http//:service.sap.com/hotnews – Info and maintain filter for SAP HotNews http//:service.sap.com/topnotes – Info and maintain filter for SAP TopNews http//:service.sap.com/sp-stacks – Info on support package stacks http//:service.sap.com/ocs-schedules – Info on support package schedules http//:service.sap.com/legalchanges – Info about legal changes for countries http//:service.sap.com/erp-ehp - SAP Enhancement Packages for SAP ERP http://service.sap.com/upgrade - SAP Upgrade Info center http://service.sap.com/updgradedb - Cost estimation of upgrades http://service.sap.com/solman-mopz - Maintenance Optimizer
© SAP 2009 / Page 1
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Quality Manager for Protection of Investment: Unit Summary
You should now be able to: Explain
the Meaning and Importance of Protection of Investment
Explain
the role of the Quality Manager for Protection of Investment Explain the major tasks of the Quality Manager of Protection of Investment the available tools for Protection of Investment For internal use by CSC only
For internal use by CSC only
Know
© SAP 2009 / Page 1
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Exercise: Assessment of QM for Protection of Investment
This exercise will assist you in: Determining
where the Quality Manager for Protection of Investment can fit within the Hopp’n Malt organization the benefits, objectives, activities and KPIs of the QM for Protection of Investment For internal use by CSC only
For internal use by CSC only
Understanding
© SAP 2009 / Page 1
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Hopp’n Malt Organizational Structure
Hopp’n Malt Organizational Structure
REGIONAL Business Process Champions
IT MANAGEMENT ORGANIZATION Program Manageme nt Office (PMO)
Business Process Operations
Help Desk
IT Program Management Office (PMO) Infrastructure
Applications
For internal use by CSC only
For internal use by CSC only
GLOBAL Business Process Champions
IT Operations
Systems
Development
Basis Mgt.
Functional Analysts
Exception Mgt
Storage Software
Cross-Appl Analysts
Interfaces Mgt.
Network
Training Mgt.
Interfaces
Capacity/ Perf Mgt.
BW
End User Mgt
Test Mgt
Job Mgt.
Change Mgt © SAP 2008
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For internal use by CSC only
For internal use by CSC only
3-77
E2E060
©SAP AG
Unit 3: Exercise 1 Unit 3: Quality Manager for Protection of Investment Topic: The objectives, activities and KPIs of the QM for Protection of Investment (PI) are now understood. Now perform an assessment and create action plan for implementing this QM role in Hopp’n Malt.
For internal use by CSC only
• Assess which current role in Hopp’n Malt would best facilitate the role of the QM for PI. What will this QM drive forward and what KPIs would be periodically reported? Finally, create an action plan for integrating this role into your company. In this exercise you will go through the process of reviewing Hopp’n Malt’s organizational structure, the objectives, activities and KPIs of the QM for PI, and determine how best to integrate this role.
1.
Review the organization chart for Hopp’n Malt. Make any assumptions you like as to what functions are performed in each group (org chart box). Where would the Quality Manager for Protection of Investment most likely come from? •
2.
3.
.
List some of the benefits of having a Protection of Investment Quality Manager: •
.
•
.
•
.
List the main objectives of the QM for Protection of Investment • •
©SAP AG
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For internal use by CSC only
At the end of this exercise you will be able to:
4. List the main activities that this QM will perform: •
.
•
.
•
.
•
.
For internal use by CSC only
For internal use by CSC only
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Unit 3: Exercise Optional Unit 3: Quality Manager for Protection of Investment Topic: The tasks of the QM for Protection of Investment have been learned. One of the tasks is to set up and maintain a central release master plan.
For internal use by CSC only
• Determine the software component delta of the systems in the training landscape and define a release master
In this exercise you will go through the process to check the current Support Stack level of the training landscape with the current SAP Support Stack Schedule.
1.
What are the product versions and current support package stacks of the training landscape? Training systems at the time of the class may have changed since this exercise was written. Use menu ‘System Status click ‘component information’ icon, to find the support package level of the training systems. For the solution manager system, the level of the ‘ST’ component determines the system level. For the managed system, the level of the SAP_ABA and SAP_BASIS support packages determines the system level System
Product and version
Current Support Package Stack
TT4 TT5
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For internal use by CSC only
At the end of this exercise you will be able to:
2.
What are the available support package stacks? Available Support Stacks at the time of the class may have changed since this exercise was written. Use the information at http://service.sap.com/sp-stacks to find the most current Support Package Stack information. System
Product and version
Available Support Package Stack
TT4
3.
Are the support package deltas within acceptable levels? The current Support Package Stack should be within a year of the latest available.
4.
Define a release master plan for the update of TT5 to include Support Package, Enhancement Package updates, and upgrades as applicable. Use the following table to define a release master plan for the training landscape. Legend SP x
Support Package
SPS x
Support Package Stack
EhP x
Enhancement Package
UG x
Upgrade
Release Master Plan System
Product
Q1 2009
Q2 2009
Q3 2009
Q4 2009
TT4 TT5
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For internal use by CSC only
For internal use by CSC only
TT5
Unit 3: Solution 1 Unit 3: Quality Manager for Protection of Investment The objectives, activities and KPIs of the QM for Protection of Investment (PI) are now understood. Now perform an assessment and create action plan for implementing this QM role in Hopp’n Malt.
At the end of this exercise you will be able to: • Assess which current role in Hopp’n Malt would best facilitate the role of the QM for PI. What will this QM drive forward and what KPIs would be periodically reported? Finally, create an action plan for integrating this role into your company. In this exercise you will go through the process of reviewing Hopp’n Malt’s organizational structure, the objectives, activities and KPIs of the QM for PI, and determine how best to integrate this role.
1.
Review the organization chart for Hopp’n Malt. Make any assumptions you like as to what functions are performed in each group (org chart box). Where would the Quality Manager for Protection of Investment most likely come from? Either Program Mgt Office or possibly someone in the Operations organization.
2. List some of the benefits of having a Protection of Investment Quality Manager:^ A stable and up to date (support packages are within a year) system landscape Stable system landscape Minimum customer modifications and modifications are well documented. Ability to adapt quickly to changing technologies. 3.
List the main objectives of the QM for Protection of Investment An understanding of SAP’s EHP and Upgrade strategy as well as SAP’s correction strategy (SP Stacks, Notes) A standard and well communicated maintenance schedule Stay compliant Ensure a stable technology platform that can adapt to changing technologies
©SAP AG
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For internal use by CSC only
For internal use by CSC only
Topic:
4.
List the main activities that this QM will perform: Set up and maintain a central release master plan Ensure a strategy to keep Support Packages within a year Set up an efficient change management process Facilitate the process of identifying and mitigating the risks which are induced by code modifications to upgrade, EHP and SP Stack implementation Conduct reviews of current processes
For internal use by CSC only
For internal use by CSC only
Ensure that proper tools and training are in place, especially for new systems and technologies Periodically report to a QM-Lead or upper management.
©SAP AG
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SAP Customer Center of Expertise E2E060 Customer COE E2E060 SAP Customer Center of Expertise 04
- Implementing SAP Quality Management
For internal use by CSC only
For internal use by CSC only
Quality Manager for Business Continuity
© SAP 2008
©SAP AG
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Quality Manager for Protection of Investment: Unit Objectives
After completing this unit, you will be able to: Principles
of Business Continuity (BC)
Operations
Process for Quality Manager for Business Continuity (QM for BC) tasks for the QM to ensure Business Continuity
How
to setup, operate and optimize business continuity processes
For internal use by CSC only
For internal use by CSC only
Required
© SAP 2009 / Page 1
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Quality Manager for Protection of Investment: Unit Overview Diagram
Lesson 1: Introduction - What is Business Continuity? Lesson 2: Quality Manager for Business Continuity Lesson 3: E2E Standards & Business Continuity Operations Process
For internal use by CSC only
For internal use by CSC only
Lesson 4: Business Continuity Operations Process – Project Handover Lesson 5: Business Continuity Operations Process - Implement Lesson 6: Business Continuity Operations Process - Operate & Optimize Lesson 7: Case Study Lesson 8: Summary
© SAP 2009 / Page 1
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The Need for Business Continuity
Running business applications through the complete life-cycle is a challenge
Availability?
Performance?
Technology Skills
Business
Devices
Portal
Rendering Office
SAP Applications
Administration? ABAP
Resources For internal use by CSC only
For internal use by CSC only
Compliance? RFID
Customers must master Complexity
ÎRisks ÎCosts
Other Apps
ESOA Java
.Net
IT Infrastructure Out-Sourcing/Tasking
…
Process and Data Transparency?
? How to ensure continuous End-to-End Operations for mission-critical processes © SAP 2009 / Page 1
IT infrastructure becomes harder to manage especially due to the increased complexity within the recent years for large enterprises.
Key challenges and topics besides costs for you are
•
Business Process Availability
•
Business Process Performance
•
Data Consistency and Transparency
•
Maintainability and Upgrades
Today‘s IT solutions require a clear E2E operations strategy
©SAP AG
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How do you ensure continuous End-to-End Operations for mission-critical processes?
Establish IT-Operations Processes for Business Continuity
For internal use by CSC only
For internal use by CSC only
A successful Business Continuity Management ensures the re-establishment of IT technology and service resources with minimum downtime
Benefits of active business continuity management: Stability of the business processes is increased Reduced system downtime and applications recovery times Corporate assets are protected Reduced costs for operations Documented and proven procedures for incident management
© SAP 2009 / Page 1
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All tasks to ensure business continuity Controlled Transports Testing
Change Request Management
Change Documentation
Incident Resolution
Sign-off
Root Cause Analysis
Alert / Incident Management
Business Process Monitoring
Data Consistency Monitoring
For internal use by CSC only
For internal use by CSC only
System Monitoring Service Level Reporting
Regular Tasks
System Administration
Data Volume Management Job Scheduling Management
© SAP 2009 / Page 1
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Quality Manager for Business Continuity: Lesson Agenda Quality Manager for Business Continuity Lesson 1: Introduction - What is Business Continuity? Lesson 2: Quality Manager for Business Continuity Lesson 3: E2E Standards & Business Continuity Operations Process
For internal use by CSC only
For internal use by CSC only
Lesson 4: Business Continuity Operations Process – Project Handover Lesson 5: Business Continuity Operations Process - Implement Lesson 6: Business Continuity Operations Process - Operate & Optimize Lesson 7: Case Study Lesson 8: Summary
© SAP 2009 / Page 1
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Business Continuity Ensure Business Continuity & Reduce Total Cost Of Operation BUSINESS
Data Volume Management
Business Process Performance Optimization
Global Business Process Champion
Job Scheduling Management
Regional Business Process Champion
Program Management Office (PMO)
End User, Key User
Application Management QUALITY MANAGEMENT Integrated Q-Management, One source of the Truth Data Consistency Management
Business Process & Interface Monitoring
Custom Development
Operations
Business Process Operation
SAP Technical Operations
For internal use by CSC only
For internal use by CSC only
IT Infrastructure IT
Quality Management for Business Continuity To ensure business continuity, enable standardization, process compliance and integration of all operation units. One end-to-end support process - integrated: change control methodology that identifies precisely which change impacts which core business process incident management and root-cause analysis solution for business processes, interfaces, and SAP technology capacity management for business processes and systems and end-to-end integration of the business process unit and SAP technology operations The Run SAP methodology facilitates the implementation of end-to-end solution operations. It supports best practices and provides content, services, training, and tools to perform end-to-end solution operations efficiently
2
Operational Issues Run SAP: End-to-End Solution Operations Fix Issues and Optimization of Operations
© SAP 2009 / Page 1
KEY MESSAGE: QM for business continuity is in the application management unit and serves as the interface to the business process operation, SAP technology operations, and the IT infrastructure
unit.
NOTES: Reduce Total Cost of SAP Operations. The daily challenge of maintaining the availability of IT service and support the business at a justifiable cost requires: Tools and monitoring to establish processes across organization and different locations. Collaboration sharing the same data and information as well as tracking of issues and results.
The QM for business continuity drives the processes to establish:…
One end-to-end integrated incident management and root-cause analysis solution for business processes, interfaces, and SAP technology
One end-to-end integrated change control methodology that identifies precisely which change impacts which core business process
One end-to-end integrated capacity management for business processes and systems
The end-to-end integration of the business process unit and SAP technology operations
©SAP AG
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Establishing a “Single Source of Truth“ Business Continuity Business Continuity Documentation of Solution - Including custom code Maintenance of SAP solutions
Q-Gate
Requirements
Q-Gate
Improvements of solutions Upgrade
Application Management
SAP Technical Operations
Q-Gate Build & Test
Operate
Q-Gate
Deploy
IT Reporting
Reduce Total Cost of Operation QM for Business Continuity
Solution Configuration Test Management
Business Process Operations Incident & Problem Management
Innovation Management
For internal use by CSC only
Q-Gate
For internal use by CSC only
Design
Optimize
Q-Gate
Deployment of solution updates
Business Configuration
© SAP 2008
©SAP AG
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QM for Business Continuity Reducing TCO
Typical TCO Split*
Infrastructure,
Increase Business Continuity 1 hour of downtime = $$$$$$ Shorten resolution times Make changes a non-event
Applying SAP End-to-End Standardization provides the ability to further scale effects in operations
Avoid expensive incidents by better quality in operations Change Management Data Volume Management Business Process Monitoring with SAP Solution Manager Enable your resources for SAP Solution Operations Standards and Tools
Shorten recovery time with optimized Incident Management Root Cause Analysis Remote Supportability
5% 13% 20%
systems Implementation
Operations
22%
40%
*Averages from various IT analyst reports e.g. GartnerGroup, 2001; TCO = Total cost of ownership
For internal use by CSC only
For internal use by CSC only
Licenses Other
Optimized Operations releases investments
© SAP 2009 / Page 1
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QM for Business Continuity Managing Solution Operations Standards
Remote supportability
Run SAP
Incident management
Application mgt. platform
E2E Root cause analysis
Root cause analysis Change request management
SAP Solution Manager
Other tools
Minimum documentation
Methodology
Change management
Change control management
For internal use by CSC only
For internal use by CSC only
Business process & interface monitoring System monitoring Job scheduling management
Business process monitoring
Data volume management Transactional consistency Data integrity Exception handling Upgrade
Upgrade and enterprise SOA
Enterprise SOA readiness System administration © SAP 2009 / Page 1
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Quality Manager for Business Continuity: Lesson Agenda Quality Manager for Business Continuity Lesson 1: Introduction - What is Business Continuity? Lesson 2: Quality Manager for Business Continuity Lesson 3: E2E Standards & Business Continuity Operations Process
For internal use by CSC only
For internal use by CSC only
Lesson 4: Business Continuity Operations Process – Project Handover Lesson 5: Business Continuity Operations Process - Implement Lesson 6: Business Continuity Operations Process - Operate & Optimize Lesson 7: Case Study Lesson 8: Summary
© SAP 2009 / Page 1
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Incident Management Tasks - Realize, recognize and follow up incidents. The message/ticket processor acts a single point of contact for a reported incident - Classification of incidents and “first aid” to resolve incidents or impact as quickly as possible - Align all activities to meet service level agreements and recover service as soon as possible For internal use by CSC only
- Alternative: hand-over to next support level
Controlled Transports
Testing
- “Restore” affected service and close incident
Change Request Management
For internal use by CSC only
- Searching for existing solutions and locate possible reasons for a incident
Change Documentation
Problem Or Need for Change
Action Plan
Sign-off Monitoring
Root Cause Analysis
Alert / Incident
© SAP 2009 / Page 1
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QM Tasks for Incident Management
Open message/ticket
Classification of incident
Identify root cause for incidents
Incidents hand-over or resolution plan
Service restore/recovery
Close message message/ticket
SAP Tools Used: SAP Service desk in SAP Solution Manager
Workcenter Incident Management within SAP Solution Manager
SAP Service Market Place
SAP Customer messages (SAP CSN-system)
QM Tasks
SLA Tracking
QM Task Details
Process KPIs
Escalation Management
Track the amount of messages per day/week/month Track avg. resolution time in general and by severity
Measure incident mgt throughput and processing time
For internal use by CSC only
For internal use by CSC only
Operations tasks
Ensure message escalation is adequate
Ensure SLA compliance is incorporated into the process
© SAP 2009 / Page 1
Risks Addressed: •
Negative impact on functionality or availability of critical processes during issue resolution
•
Less availability of a SAP IT solution
SAP Tools Used: •
SAP Service desk in SAP Solution Manager is SAP’s tool to manage incidents
•
Workcenter Incident Management within SAP Solution Manager
•
SAP Service Market Place
•
SAP Customer messages (SAP CSN-system)
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Remote Supportability To enable SAP experts to help customers in critical situations, remote access to the customer IT solution landscape has to be provided. Centralized system access via SAP Solution Manager.
reduce costs
faster analysis and resolution of issues
accelerates the delivery of support services
increased availability of their solution
For internal use by CSC only
For internal use by CSC only
Advantages for Customers:
Risks: Unplanned
down time due to inefficient analysis and resolution of
issues Customer
Message Knowledge Solution Monitor SAP Service Marketplace
SAP Solution Manager
SAP Service Backbone
Collaboration
© SAP 2009 / Page 1
Remote Supportability contains five basic requirements that have to be met to optimize the supportability of customer solutions.
The customer support infrastructure must give external experts remote access to the required tools and information at the customer.
To provide efficient support, the system landscape must have a central access point that can be used to acquire specific information on the solution and quickly access the required tools.
Which application or technology is used to provide a service is irrelevant; what matters is that the service is standardized. Only in this way can services be offered efficiently.
To secure the smooth operation of business processes across different systems and quickly discover the cause of interruptions, an efficient support infrastructure must cover not only single applications but the complete customer solution.
Safe access must be guaranteed to ensure that incorrect changes are not made to the system and to reduce the risk of a problem. This can be achieved by following the authorization concepts of the individual applications.
©SAP AG
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SAP Remote Supportability Standard
Risks addressed Unplanned down time due to inefficient analysis and resolution of issues
Enables SAP experts to access customer SAP systems remotely and help customers in critical situations.
All procedures and activities to access customer SAP systems remotely.
Application Management
Team responsible
Process definition
SAP Tools used
SAP router
SAP CSN system
Used by SAP
For internal use by CSC only
For internal use by CSC only
Standard Definition
Used by
© SAP 2009 / Page 1
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Change Control Management - Objectives Change deployment:
Holistic view of an application change in a solution to ensure that all components are tested and released together, even if they are based on different technologies.
Change diagnostics: identifying,
controlling, maintaining
the versions of configurations and the values of parameters of the solution landscape components.
Risks: No
documentation of deployed changes
Inefficient
issue resolution due to unclear impact of changes
Business
requirements not meet due to untested features/functions
Unplanned
down time due to “missed” exceptions and issues
© SAP 2009 / Page 1
This standard addresses the deployment and the analysis of changes in order to ensure that changes are executed without disruption of the ongoing business.
©SAP AG
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For internal use by CSC only
For internal use by CSC only
verifying
QM Tasks for Change Control Management Operations tasks Plan
transports and deployments
QM Tasks
Error Tracking
and deploy software through SAP landscape Identify and resolve transport and version inconsistencies
QM Task Details (Example)
Transport
Prevent
uncontrolled transport
with software compliance
Process Compliance
For internal use by CSC only
Alignment
For internal use by CSC only
Minimize the number of transport errors by ensuring CTS+ is used for non-ABAP objects Utilize the Solution Manager SMD Change Analysis tool to monitor and analyze changes
Track compliance and include in management reporting
© SAP 2009 / Page 1
Risks Addressed: •
Inefficient analysis and resolution of issues
•
Transport and functional issue due to transport or version-Inconsistencies
•
Poor documentation of deployed changes
SAP Tools Used: •
SAP CTS+ capabilities
•
SAP Solution Manager Diagnostics & Change Analysis
•
SAP Transport Management (TMS) and the Enhanced transport management (CTS+) as a basis NetWeaver capability transport thru the SAP solution landscape.
©SAP AG
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Root Cause Analysis The root cause analysis standard defines how to perform root cause analysis end-to-end across separate components and technologies.
Customer
Partner
Independent software vendor (ISV)
SAP
Tools :
SAP Solution Manager Diagnostics
Wily Introscope
For internal use by CSC only
For internal use by CSC only
Same standardized tools for:
Risks :
Inefficient issue resolution
Unplanned down time due to “missed” exceptions and issues
© SAP 2009 / Page 1
SAP Solution Manager introduces a new layer of diagnostics that aims to isolate the component that is the root cause for an incident.
SAP Solution Manager 4.0 features four-cross component diagnostics capabilities: •
E2E Change Analysis: Makes changes to the productive landscape transparent (“Yesterday it worked, today it does not work; What has changed?“)
•
E2E Workload Analysis: Isolates general performance bottlenecks in a solution landscape
•
E2E Exception Analysis: Isolates exceptional situations, such as fatal entries in logs or dumps in a solution landscape
•
E2E Trace Analysis: Records the activity of a single user or a single process in detail
©SAP AG
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QM Tasks for Root Cause Analysis Operations tasks
Open message/tickets
Issue resolution (per solution) with RCA Tools Change
QM Tasks
SLA Tracking
Analysis
Workload
Analysis
Exception
Analysis
For internal use by CSC only
RCA
Tools
incident backlog Track message resolution times
Track
Escalation Management
resolution rates per expert
level time spent per expert level
Ensure
Message Escalation process is in place and monitored
Technology/component
specific tools or tracing
Issue Identified
Action Plan
Action Plan Review
Execution Documentation
Risk mitigation
Close message message/ticket
Monitor
documentation quality
Follow-Up
on RCA KPIs (e.g. responsible, resolution time)
Ensure
Risk Mitigation
Incident preventive activities are identified and deployed (i.e. monitoring, automation, support process modification
© SAP 2009 / Page 1
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For internal use by CSC only
Component Analysis
Track
Track
Process KPIs
Tracing
QM Task Details (Example)
Test Management Implementation of SAP solutions
Solution Monitoring
pl em Im
CORE BUSINESS
Service Desk
PROCESSES
Test Management Optim izatio
n
Root Cause Analysis
Change Request Management Test Management
Delivery of SAP Support Services
© SAP 2009 / Page 1
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For internal use by CSC only
For internal use by CSC only
Upgrade of SAP solutions
ns io at er Op
en ta tio n
Test Management
QM Tasks for Test Management
Operations tasks
Change impact analysis
Definition of test concept, plan and test cases according to business blueprint
SLA Tracking
Track
the number of incidents after Golive
Ensure
adequate documentation
quality
Test Execution Issue resolution Post GoLive analysis
QM Task Details (Example)
Evaluate
quality of testing (e.g. number of test cases passed)
Process KPIs
Evaluate
test execution time and degree of test automation
SAP Tools Used: SAP capabilities and 3rd party test suites in combination SAP Business Process Change Analyzer
Review
Risk Mitigation
For internal use by CSC only
For internal use by CSC only
QM Tasks
test documentation quality
Ensure
testing tools and skill sets are in place
Ensure
test cases have had business input/verification
SAP Test Workbench (test planning) & eCATT (test automation) SAP Test Data Migration Server (TDMS) SAP Quality Center by HP © SAP 2009 / Page 1
Risks Addressed: •
Inefficient test procedures
•
Business requirements not meet due to untested features/functions
SAP Tools Used: •
SAP capabilities and 3rd party test suites in combination
•
SAP Business Process Change Analyzer
•
SAP Test Workbench (test planning) & eCATT (test automation)
•
SAP Test Data Migration Server (TDMS)
•
SAP Quality Center by HP
©SAP AG
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System Administration The system administration standard describes how all SAP technology must be administered to run a customer solution efficiently. Administration tasks are mainly executed locally, but can be accessed and triggered from a central administration system. This allows a unified access to all SAP technologies. Monitoring and Management
Risks: Instable systems due to wrong configuration
Unplanned downtime due to unclear administration processes
low end-user acceptance due to system unavailability or poor performance
SAP NetWeaver Administrator Java Stack Solution Manager
SLD Productive Landscape
Monitoring and Management Connectivity Layer (JMX, Agents, etc.) ABAP System
Java System
Non-SAP Component
© SAP 2009 / Page 1
SAP technology comprises: SAP NetWeaver Business Intelligence, SAP NetWeaver Exchange Infrastructure, SAP NetWeaver Portal, SAP NetWeaver Mobile, SAP NetWeaver Master Data Management, SAP CRM Middleware, SAP APO Middleware, Duet Middleware
The typical tasks of system administration include starting and stopping systems, applying changes to technical configuration, performing imports, and/or applying patches and Support Packages based on the change control workflow, creating or changing users based on a compliance workflow, performing system copies and installing systems, running system diagnostics, managing jobs, and performing backups and recovery.
©SAP AG
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For internal use by CSC only
For internal use by CSC only
Central Monitoring Infrastructure ABAP Stack
QM Tasks for System Administration
Operations tasks starting
and stopping of systems and components
applying
changes to technical configuration
performing
imports applying patches and support packages or changing users
performing
system copies and installing systems doing system diagnostics, managing jobs, and run backup and recovery
Document and update technical operations In a Run book
QM Task Details (Example) Ensure
Run Book is aligned with
SLA Ensures
that regular routine tasks
such as: Align for technical operations procedures with Run book Plan downtime and aligned with SLA and the business
optimizing
load distribution and process automation (job scheduling)
Backups
Printer Management
Identity Management
Restarts Are part of and aligned with Run Book for SAP Technical Operations
For internal use by CSC only
For internal use by CSC only
creating
QM Tasks
Ensure
SLA Tracking
continuous improvement of run book by checking the results of SAP service reports like TIC, SMA, etc.
Ensure
exception handling (with respect to operational procedures) and adoption of new technologies, products
© SAP 2009 / Page 1
Risks Addressed: •
Unstable systems due to wrong configuration
•
Unplanned downtime due to unclear administration processes
•
low end-user acceptance due to system unavailability or poor performance
SAP Tools Used: •
ABAP-sysadmin-tools, SAP NetWeaver admin tools
•
Solution Manager Workcenters & Central System Administration
•
SAP NetWeaver Administrator
•
SAP CCMS
•
Microsoft Management Console on Windows
©SAP AG
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System Monitoring The system monitoring standard covers monitoring and reporting of the status of IT solutions. To provide transparency to the business units, IT has to report:
service levels
capacity trends
solution quality on a regular basis. 700
For internal use by CSC only
For internal use by CSC only
600 500 400 300 200 100
Risks:
700
Inefficient analysis and resolution of issues due to missing monitoring data
Unplanned downtime caused by “hidden” incidents
Poor operative planning (e.g. capacity planning) due to missing monitoring data and IT reports
© SAP 2009 / Page 1
While root cause analysis aims at problem resolution, system monitoring detects incidents automatically.
When agents report diagnostics data that exceed thresholds defined in a central alert framework, alerts are sent to the responsible experts in IT so that they can take corrective action.
If the required corrective action is not obvious, end–to-end root cause analysis has to be performed to resolve the incident.
System monitoring has an open bi-directional interface to send and receive alerts to and from thirdparty monitoring infrastructures. These monitoring infrastructures may be used by organizations to which a part of IT tasks have been outsourced or out-tasked.
Based on all data available in diagnostics, web reports are defined that focus on service levels, capacity trends or solution quality.
Reports are generated automatically and broadcasted to defined recipients in the customer business or IT organization.
In order to fulfill the demand of the business units within a limited IT budget, IT must industrialize and automate monitoring and reporting of the solution.
©SAP AG
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QM Tasks for System Monitoring
Operations tasks Definition
of useful KPI’s
Definition
of thresholds
of central and local monitoring
Verification
of Monitoring with readjustment of KPI’s and thresholds
Adapt adequate technical monitoring concept
QM Task Details (Example) Reviews
the results of solved incident messages regarding possible monitoring /KPI improvements
Exception handling
Reviews
SLA tracking and IT reporting
Gives
the alerts regarding their impact on business process continuity adjustment recommendations for KPI definitions and threshold values
Reviews Periodical
Service Level and KPI Reporting
For internal use by CSC only
For internal use by CSC only
Configuration
QM Tasks
SLA and KPI reports
Capacity Management Indicates
Trends
critical resource consumptions (e.g. disk space, memory, CPU)
Analysis
© SAP 2009 / Page 1
Risks Addressed: •
Inefficient analysis and resolution of issues due to missing monitoring data
•
Unplanned downtime caused by “hidden” incidents
•
Poor operative planning (e.g. capacity planning) due to missing monitoring data and IT reports
SAP Tools Used: •
SAP Central Monitoring (CEN, CCMS)
•
Solution Manager diagnostics tools in SAP Solution Manager (e.g. CA Wily)
•
SAP statistics & Log info
•
Wily Introscope
•
End-to-End Workload Analysis and End-to-End Exception Analysis
•
Reporting in SAP Solution Manager
•
Administrators for SAP systems (“SAP Basis”)
CCMS monitoring infrastructure
This is the basic infrastructure for centrally monitoring an SAP system landscape. This infrastructure
is used whenever you display monitoring data, be in the “native” RZ20/21 alert monitors, in SAP
NetWeaver Administrator or in SAP Solution Manager.
Reporting in SAP Solution Manager
©SAP AG
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The options span from using completely preconfigured reports, like SAP EarlyWatch Alert, to defining
reports for your individual needs with a great level of freedom.
For internal use by CSC only
For internal use by CSC only
©SAP AG
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Definition of Exception Handling Exception Handling Standard During operations, exceptions may arise within business applications. The exception handling standard explains how to define a model and procedures for an efficient handling of exceptions and error situations.
Unresolved or “hidden” exceptions may impact the acceptance of an IT solution
Less availability of the critical applications (loss of time and money )
Poor performance
Increases costs of operations
For internal use by CSC only
For internal use by CSC only
Risks :
© SAP 2009 / Page 1
The business process champion and the responsible business process operations team have to define a model and procedures for handling exceptions and error situations during daily business operations. The execution of these procedures can be supported by monitoring and alerting tools.
As the business units and the IT organization implement the business processes together, the business process champion is another key role in the organization of the customer. Located in the business unit, the champion is the expert on the process requirements, implementation and continuous improvement.
Risks Addressed:
•
Inefficient issue resolution
•
Unclear responsibilities for processes
•
Unplanned down time for business processes due to “un-catched” exceptions and issues
•
Less availability of the critical applications
SAP Tools Used: •
SAP Solution Manager (Diagnostics) RCA-Tools
•
Used by
•
Business Process responsible
•
Business Process Operations team
•
RCA Team
©SAP AG
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Definition of Business Process and Interface Monitoring The business process and interface monitoring standard supports:
the monitoring of the mission critical business processes
customers to identify problems preventively Send Urgent Order
monitoring activities
alert and problem detection
notification of experts
error handling procedures
end-to-end root cause analysis
Send Urgent Order
Create Outbound Delivery
Perform Order Rescheduling
Create Shipment
Risks: Interface monitoring includes:
monitoring activities of interfaces
legacy environments
Inefficient Unclear
analysis and resolution of issues
responsibilities for processes
Unplanned
downtime for business processes and solutions
© SAP 2009 / Page 1
The business process and interface monitoring standard supports the monitoring of the mission critical business processes, enabling customers to identify problems before they become critical or disruptive for the business.
Today’s system landscapes are often decentralized and consist of various interfaces to different systems, legacy environments, where customers and vendors use different technologies. All those interfaces need to be monitored in terms of processing errors, backlog situations and performance.
©SAP AG
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For internal use by CSC only
For internal use by CSC only
Business process monitoring includes:
QM Tasks for Business Process and Interface Management and Exception Handling Operations tasks
Detect Alert Situation
Execute Initial Analysis
Detect Exception
Identify Business Process Execution Problem
Execute Exception Handling Create Service Desk Message
Alert SLA Tracking
Exception SLA Tracking
Ensure backlog/throuput monitoring Ensure follow-up support process KPIs (e.g. responsible, resolution time) Ensure documentation Quality Ensure follow-up issue resolution KPIs (e.g. responsible, resolution time)
Root Cause Analysis
Create Action Plan
E2E Process Change
Change Request Management
Close Service Desk Message
Alert Confirmation
Adapt Business Process Monitoring
Assign Service Desk Message to Issue
Process KPIs Control
Risk Mitigation
Reporting
For internal use by CSC only
For internal use by CSC only
QM Task Details (Example)
QM Tasks
Measure KPIs (control by samples) Identify process exceptions and gaps Ensure skills & trigger trainings
(e.g. monitoring, alerting) Business Process Change (-> work with QM-BPI) Trigger expert certification
Ensure trend analysis and forecasting
(together with QM-BPI)
© SAP 2009 / Page 1
Risks Addressed: •
Inefficient issue resolution
•
Unplanned down time for business processes due to “un-catched” exceptions and issues
•
Unclear responsibilities for processes
SAP Tools Used: •
SAP Solution Manager Business Process Monitoring, which include cross-application, Application (Throughput Backlog Indicators), Interface & Custom alerts.
Used by: •
Business Process responsible
•
Business Process Operations team
©SAP AG
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Data Integrity and Transactional Consistency Management Tasks
Avoid data inconsistencies in end-to-end solutions.
Create 100% transparency with regard to potential root causes for data inconsistencies.
Covers several areas from application design principles to monitoring and CIO level reporting.
Transactional Consistency safeguards data synchronization across applications in distributed system landscapes
Risks:
Inconsistent data
Incorrect decisions base for the top management
Unplanned downtime caused by inconsistent data
Wrong decisions based on poor data quality
No end-user acceptance due poor data quality
© SAP 2009 / Page 1
With his/her profound knowledge on the business processes, a business process champion is often the only resource that can resolve exceptions in business execution and potential resulting data inconsistencies.
©SAP AG
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For internal use by CSC only
For internal use by CSC only
The goal of the data integrity & transactional consistency standard
QM Tasks for Data Integrity and Transactional Consistency Management Operations tasks Run
QM Tasks
Inconsistency Reports
Detect Create
Inconsistencies Top Issue
Process KPIs Control
Root Cause Analysis for Inconsistencies Data Consistency Monitoring
Adapt
Inconsistent Data
Adapt
Top Issue Coordination
Business Continuity
Plan Close
Top Issue Risk Mitigation
Ensure Execution frequency of inconsistency reports Track availability of business processes Track backlogs in system Track time for error resolution Track number of inconsistencies Ensure responsibilities, roles and activities are defined Ensure skills & trigger trainings
For internal use by CSC only
For internal use by CSC only
Perform
Correct
QM Task Details (Example)
Ensure coordination of inconsistency analysis Ensure coordination with QM-BPI for data correction Ensure follow-up KPIs (e.g. responsible, resolution time)
Ensure Operations Handbook Update Ensure E2E support process change (e.g. monitoring, alerting)
Business Process Change (-> work with QM-BPI)
Trigger expert certification © SAP 2009 / Page 1
Risks Addressed: •
Inefficient issue resolution
•
Unclear responsibilities for processes
•
Inconsistent data
•
Incorrect decisions base for the top management
SAP Tools Used: •
SAP Solution Manager (Diagnostics) RCA-Tools
•
SAP Solution Manager Business Process Monitoring (Data Consistency Cockpit)
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Data Volume Management The data volume management standard defines how to manage data growth by avoiding data creation, deleting data, summarizing and archiving data. Business process operations owns the data volume management standard.
Risks:
Increasing hardware costs (without need)
Negative performance impact
© SAP 2009 / Page 1
Due to the tendency to run highly interconnected systems (internal and external) and the business needs to have data instantly accessible, data volumes are growing and growing.
Simply adding additional disks to storage area networks (SANs) and storage subsystems over time generally worsens the situation.
Data volume scoping is the starting point of Data Volume Management. A detailed look at a customer’s systems identifies the major pain points and gives an outlook on the most beneficial measures to take when implementing a data volume management strategy.
Data volume reporting lists the archiving activities already performed and identifies additional reduction potential.
Reaching a “steady state” – that is the balance between additional new data and archived data – is definitely an SAP standard that is required to run SAP within given service level agreements over a longer period of time.
©SAP AG
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For internal use by CSC only
For internal use by CSC only
If the process identifies data to be reorganized or archived, these tasks are performed by SAP technical operations or IT infrastructure.
QM Tasks for Data Volume Management Operations tasks Monitor Perform
Data Growth DVM Scoping
QM Tasks
Process KPIs Control
Business Requirements Confirm DVM Strategy
QM Task Details (Example)
Define
DVM Strategy
Risk Mitigation
Execute
DVM Strategy DVM Reporting
DVM
Strategy Optimization Reporting
Ensure onging DVM support process is in place Ensure E2E support process includes monitoring (e.g. monitoring, alerting) Ensure Business Process Change if needed (-> work with QM-BI) Trigger expert certification
For internal use by CSC only
For internal use by CSC only
Implement
Ensure skills & trigger trainings Ensure adequate data volume mgt strategies are in place and data volume KPIs are measured
Ensure trend analysis and forecasting
(together with QM-BPI)
© SAP 2009 / Page 1
Risks Addressed: •
Increasing hardware costs (without need)
•
Increase operational costs for managing big volumes (e.g. backup)
•
Negative performance impact
SAP Tools Used: •
SAP Data Volume Cockpit
•
Early Watch Alert Reports
•
SAP Data Volume Self Service
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Job Scheduling Management
planning
creating
documenting
testing
scheduling
running
monitoring
Risks :
Inefficient analysis and resolution of issues
Unplanned downtime due to a critical business process fails
Poor dialog performance due to bad job planning
© SAP 2009 / Page 1
The job scheduling management standard explains how to manage the planning, scheduling, and monitoring of jobs.
The standard also recommends setting up a dedicated team for job scheduling management as part of the business process operations or support organization. This team is responsible for the central management of the job schedule concept.
Job scheduling management is owned by business process operations, which executes the required tasks mainly in cooperation with the business process champion and SAP technical operations.
©SAP AG
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For internal use by CSC only
For internal use by CSC only
The job scheduling management standard explains the following activities:
QM Tasks for Job Scheduling Management
Operations tasks Create job request Plan job request
QM Tasks Control Process KPIs
Regular KPI control by samples Identify process exceptions and
gaps Trigger Job Schedule Optimization Trigger Job Schedule Cleansing Coordination in case of resource
Approve job request Document job
conflicts (together with QM-BI) SLA Time for RCA Ensure skills & trigger trainings
Run job Monitor job
Operations Handbook Update Job Tests passed: Quality Gate E2E Process Change
Risk Mitigation
For internal use by CSC only
Test job Schedule job
For internal use by CSC only
QM Task Details (Example)
(e.g. monitoring, alerting)
Perform root cause analysis (in case of an error)
Business Process Change
(-> Interface to QM-BI) Trigger expert certification
Reporting
Trend analysis and forecasting
(together with QM-BI)
© SAP 2009 / Page 1
Risks Addressed: •
Inefficient analysis and resolution of issues
•
Unplanned downtime due to a critical business process fails
•
Poor dialog performance due to bad job planning
SAP Tools Used: •
Transaction “SM36”
•
SAP Central Job Scheduling
•
Solution Manager: Workcenter “Job Scheduling Management”
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Implementing A Support Process Roadmap Overview IMPLEMENTATION PHASES Implement Operations Processes
Review the changes in the solution
Review existing operations processes
Define required adjustments to operations processes
QM for Business Continuity
Manage Operations Processes
Ensure:
Implement changes to operational processes Setup and update configuration SAP Solution Manager Training of operators and support staff
QM for Business Continuity
Review process compliance
Control Process KPIs Skill evaluation
QA Reporting
QM for Business Continuity
QM for Protection of investment
Optimize Operations Processes
Review and optimize operations processes on a regular basis
Ensure the implementation of changes according to new or additional requirements coming from business dept.
For internal use by CSC only
For internal use by CSC only
Implementation Project Handover into Operations
QM for business continuity QM for business improvements
QM for Integration Validation © SAP 2008
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Quality Manager for Business Continuity: Lesson Agenda Quality Manager for Business Continuity Lesson 1: Introduction - What is Business Continuity? Lesson 2: Quality Manager for Business Continuity Lesson 3: E2E Standards & Business Continuity Operations Process
For internal use by CSC only
For internal use by CSC only
Lesson 4: Business Continuity Operations Process – Project Handover Lesson 5: Business Continuity Operations Process - Implement Lesson 6: Business Continuity Operations Process - Operate & Optimize Lesson 7: Case Study Lesson 8: Summary
© SAP 2009 / Page 1
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QM for Business Continuity
Implementation Project Handover into Operations Implementation Project Handover into Operations
Define required adjustments to operations processes
Activities: Early
evaluation of the planned changes in the solution to identify areas of improvement of the IT operations processes.
For internal use by CSC only
For internal use by CSC only
Review the changes in the solution Review existing operations processes
New and changed applications and business processes require an adaptation of the existing IT operations processes
Close
cooperation between all project related quality managers
QM for Business Continuity QM for Protection of investment
Review
of existing operations processes to close operations gaps.
Definition
of adjustments to the operations processes
Integration
QM for Integration Validation
of the planned project into the customers business plan.
Definition
of a IT operations implementation project (Run
SAP) © SAP 2009 / Page 1
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Transition Criteria for Process Phases Project Handover Æ Implement Implement
Project Handover
Review the changes in the solution
Review existing operations processes
Define required adjustments to operations processes
Review requirements documentation
QM for Safeguarding Integration Validation
Perform gap analysis
QM for Business Continuity
Acquire necessary tools and systems
Support Operations
Assess resource skill sets and determine required training
Customer • Upload COE documentation Technical Experts
• Document the results
Customer • Upload COE documentation Technical Experts • Q-Gate rating
QM Business Continuity
For internal use by CSC only
For internal use by CSC only
• Document the results
• Q-Gate rating
© SAP 2009 / Page 1
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Quality Manager for Business Continuity: Lesson Agenda Quality Manager for Business Continuity Lesson 1: Introduction - What is Business Continuity? Lesson 2: Quality Manager for Business Continuity Lesson 3: E2E Standards & Business Continuity Operations Process
For internal use by CSC only
For internal use by CSC only
Lesson 4: Business Continuity Operations Process – Project Handover Lesson 5: Business Continuity Operations Process - Implement Lesson 6: Business Continuity Operations Process - Operate & Optimize Lesson 7: Case Study Lesson 8: Summary
© SAP 2009 / Page 1
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QM for Business Continuity Implement Operations Processes
Implement Operations Processes Ensure: Implement changes to operational processes Setup and update configuration SAP Solution Manager Training of operators and support staff
The implementation of end-to-end IT operations processes should follow the same principles and procedures as a functional implementation project. The implementation methodology is Run SAP
QM for Business Continuity
Activities:
Ensure, that the implementation is done according to the Run SAP Methodology (latest version).
Ensure that all affected support groups are aware of the new support process before going into production.
Ensure the integration of the technical infrastructure (SAP Solution Manager) into the project scope.
Trigger a skill evaluation of the operations teams and ensure a proper certification of the team members.
For internal use by CSC only
For internal use by CSC only
© SAP 2009 / Page 1
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Transition Criteria for Process Phases Implement Æ Operate Operate
Implement
For internal use by CSC only
Setup and update configuration SAP Solution Manager Training of operators and support staff
QM for Safeguarding Integration Validation
Review support operations KPIs
Ensure support documentation and access to new tools is established
QM for Business Continuity • Document the
results COE Customer • Upload Technical documentation Experts • Q-Gate rating
Ensure assistance with the new process is available, if needed
QM Business Continuity
For internal use by CSC only
Implement changes to operational processes
Support Operations • Document the results
Customer • Upload COE documentation Technical Experts • Q-Gate rating
© SAP 2009 / Page 1
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Quality Manager for Business Continuity: Lesson Agenda Quality Manager for Business Continuity Lesson 1: Introduction - What is Business Continuity? Lesson 2: Quality Manager for Business Continuity Lesson 3: E2E Standards & Business Continuity Operations Process
For internal use by CSC only
For internal use by CSC only
Lesson 4: Business Continuity Operations Process – Project Handover Lesson 5: Business Continuity Operations Process - Implement Lesson 6: Business Continuity Operations Process - Operate & Optimize Lesson 7: Case Study Lesson 8: Summary
© SAP 2009 / Page 1
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QM for Business Continuity Operate and Optimize Operations Processes
Manage Operations Processes
QA Reporting
For internal use by CSC only
Review and optimize operations processes on a regular basis
Ensure the implementation of changes according to new or additional requirements coming from business dept.
The Quality Manager for business continuity ensures a seamless flow of the operations processes and identifies potential for process improvement as well as process adaptations
Activities: SLA
Tracking Regular KPI control by samples Ensure SAP
QM for Business Continuity
QM for business continuity QM for business improvements
For internal use by CSC only
Review process compliance Control Process KPIs Skill evaluation
Optimize Operations Processes
skills & trigger trainings
Service Management
Reporting
and trend Analysis
Trigger
expert certification
Identify
process exceptions and gaps
Manage
E2E Process Changes
Manage
Business Process Changes
© SAP 2009 / Page 1
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Transition Criteria for Process Phases Operate Æ Optimize Optimize
Review process compliance
Control Process KPIs should be reviewed
Skill evaluation performed and training conducted
QA Reporting
QM for Safeguarding Integration Validation
QM for Business Continuity • Document the
results COE Customer • Upload Technical documentation Experts • Q-Gate rating
Review and optimize operations processes on a regular basis Ensure the implementation of changes according to new or additional requirements coming from business dept.
QM Business Continuity
For internal use by CSC only
For internal use by CSC only
Operate
QM for Business Improvement • Document the
results COE Customer • Upload Technical documentation Experts • Q-Gate rating
© SAP 2009 / Page 1
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Quality Manager for Business Continuity: Lesson Agenda Quality Manager for Business Continuity Lesson 1: Introduction - What is Business Continuity? Lesson 2: Quality Manager for Business Continuity Lesson 3: E2E Standards & Business Continuity Operations Process
For internal use by CSC only
For internal use by CSC only
Lesson 4: Business Continuity Operations Process – Project Handover Lesson 5: Business Continuity Operations Process - Implement Lesson 6: Business Continuity Operations Process - Operate & Optimize Lesson 7: Case Study Lesson 8: Summary
© SAP 2009 / Page 1
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Hopp'n Malt AG - A Case Study (Part I) Current Business Organization Hopp ’n Malt
Hopp'n Malt AG
GLOBAL BEVERAGES
Business
Headquarters
Sales of beverages (mostly beer) Various plants in 3 regions worldwide
Heidelberg
Tokyo, Heidelberg, Philadelphia
Philadelphia
Organization
For internal use by CSC only
For internal use by CSC only
Tokyo
Divisions
Three
Divisions: Sales, Production, Franchise
All
Division have their own IT-Systems
Sales
Production
Franchise
IT
Systems are maintained regional and central
Core
functions are maintained by Core Operations Team in Europe
Projects
are planned and executed from IT-teams in Europe
Systems of Beverage Sales CRM: Customer Contac and Customer Order ERP: Sales Order Management
© SAP 2009 / Page 1
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Hopp'n Malt AG - A Case Study (Part I) Current IT Organization Hopp ’n Malt
IT Systems High
availability of the IT systems (6x24)
Systems
are hosted from the company itself
GLOBAL BEVERAGES
Support Organization Tickets
of Incident Management are hold in a legacy ticket system
has three Levels first and second level is provided local and regional
third level is provided central from Europe
For internal use by CSC only
For internal use by CSC only
Incident-Management
Technology Experience Up
to now are all SAP-Systems ABAP-based
Future Vision An
organizational realignment is planned, because Sales North America has been increased significantly
The
EP/BI-Implementation projects will be done in virtual joint implementation project teams
Management
started a project called "IT-Ready" to tune up operations as a subproject to the implementation projects
© SAP 2009 / Page 1
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Hopp'n Malt AG - A Case Study (Part I) Current IT Landscape and Sales Process Non SAP CRM01-C00
Hopp ’n Malt
SAP ERP – TT5
GLOBAL BEVERAGES Non-SAP CRM01
SAP ECC Server
SAP SSM - TT4
Z_CRM – C00
Enterprise Resource Plan.core – TT5
Create Sales Order (1)
Create Sales Order (2)
For internal use by CSC only
For internal use by CSC only
Check availability (3)
SAP SSM Run MRP (4)
Procurement Process (5)
Current use of SAP Solution Manager(SSM): Business
Process Monitoring
Manufacturing Process (6)
Create Outbound Delivery (7)
System
Monitoring Creation of Early Watch Alerts Reports Incident
Management, but only to keep tickets sent to SAP in sync
Create Billing Document (8)
Post Goods Issue (9)
© SAP 2009 / Page 1
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Hopp'n Malt AG - A Case Study (Part I) Target System Landscape Check against original
Hopp ’n Malt
GLOBAL BEVERAGES
Highlevel Strategy: Introduce
TT5, hostname: twdfxxxx.wdf.sap.corp
Enterprise Portal for Order Entry this
Year Use the portal later to integrate the IT of the Franchise Division into these of Sales Division
For internal use by CSC only
BI end of this year to have better reporting possibilities (separate project)
SLD
Content Management & http://:55000/sld
SAP ECC Instance: 50
JCO
Client 800
For internal use by CSC only
Introduce
SAP BP for EP MSS http://:55000/irj
Portal Platform Web AS ABAP
Web AS Java RDBMS
Front End PC Adobe Document Web Browser Services 1.0
TT4, hostname: twdfxxxx.wdf.sap.corp SAP Solution BP for MSS Manager BP for ESS Diagnostics
Network
Adobe Document SAP GUI Services 1.0
Content Management &
SAP Solution Manager Instance: 00
JCO Client 200
http://:50000/smd SAP XSS 6.0 Web AS Java
Web AS ABAP RDBMS
© SAP 2009 / Page 1
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Hopp’n Malt - Enterprise Support Report
Solution Operations Standards Adherence (“As-Is”) 1 E2E Solution Operations
This chapter provides you an overview about your readiness for the operation of your mission critical business processes according SAP’s E2E Standard. 1.1 SAP E2E Standard Compliance The following table represents the application & lifecycle management status of your Solution Manager installation: Exception
Handling not implemented Root Cause Analysis partly implemented only No diagnostics Nothing for BI Reporting Service Delivery is fully enabled EWA for Solutions not yet available Incident Management implemented but not based on Solution Manager
Support Standards
Status (Standards)
Service Delivery
Subtopic
Status Subtopic
EarlyWatch Alert EarlyWatch Alert for Solutions Issues and Top Issues Services + Self Services
Incident Management
Service Desk
Exception Handling
Diagnostics
Data Integrity
-
Root Cause Analysis
Diagnostics BI Reporting
© SAP 2009 / Page 1
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For internal use by CSC only
For internal use by CSC only
Status: New EP solution requires higher coverage of E2E standards Customer’s support staff is not fully trained and certified on E2E tools E2E standards / tools are used partly only
Hopp’n Malt - Enterprise Support Report
E2E Solution Operations Standards Adherence (“As-Is”) Remote Supportability
RFC Solution Manager SAP is running -
System Monitoring
Alerts
Business Process and Interface Monitoring
BPM Alerts
Data Volume Management
-
Job Scheduling Management
-
Transactional Consistency System Administration
Business
Process and Interface Monitoring partly implemented only System Monitoring partly implemented only Change Control Management not implemented Maintenance Optimizer is being used Remote Supportability is assured Solution Documentation is done in Solution Manager
-
For internal use by CSC only
For internal use by CSC only
Solution Documentation
‘Central System Administration’ Tasks
Test Management
-
Change Control Management
Change Request Management Maintenance Optimizer (MOPZ) OTO / CTS+
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Hopp'n Malt AG - A Case Study (Part I) Management Challenge After the Management at Hopp'n Malt has understood the business requirements and technical tasks the following challenges remain for the IT organization
Answer
Who is initiating the adoption of the IT-Processes ?
The
Quality Manager for BC
Who is in charge of coordinating ?
The
Quality Manager for BC
Who is in charge of IT process compliance at Hopp'n Malt ?
The
Quality Manager for BC
For internal use by CSC only
For internal use by CSC only
Challenges
© SAP 2009 / Page 1
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Hopp'n Malt – A Case Study (Part I)
Status before implementation of E2E Standards
Assigned a Quality Manager for Business Continuity (QM-BC) at the Hopp'n Malt IT organization located in the Headquarter in Heidelberg (“near” project management)
The QM-BC has ensured the identification of the support processes that will be updated and which E2E Support Operation Standards should be implemented (assisted by Customer COE Experts):
For internal use by CSC only
For internal use by CSC only
The Management at Hopp'n Malt has done the following:
Check
and adopt the existing incident management and implement exception handling and root-cause analysis
Establish
one end-to-end integrated change control methodology
The QM-BC has established a Run SAP project and agrees on a action and project plan (see next slides)
© SAP 2009 / Page 1
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For internal use by CSC only
For internal use by CSC only
Run SAP Roadmap Drives the Implementation of E2E Standards
In SAP Solution Manager – Transaction RMMAIN – select Roadmap Run SAP © SAP 2009 / Page 1
Demo in Slution Manager
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Hopp’n Malt - A Case Study (Part II) Run SAP Project Plan Executed Hopp ’n Malt
Activity
Period
Responsible
1
Run SAP Scoping Workshop
CW46
SAP
2
E2E040 Run SAP E2E Solution Operations Overview
CW48
SAP
3.1
Design and Implement Test Management
CW47-02
Hopp´n Malt
3.2
Perform Test Management Optimization Service
CW47-02
SAP
4
Design and Implement Minimum Documentation
CW03
Hopp´n Malt
5.1
Design and Implement Change Request Management
CW05-16
Hopp´n Malt
5.2
SAP Change Request Management Service
CW05-16
SAP
6.1
Design and Implement Root Cause Analysis
CW14-16
Hopp´n Malt
6.2
SAP Solution Manager Starter Pack (RCA)
CW14-16
SAP
7.1
Design and Implement Change Control Management
CW14-16
Hopp´n Malt
7.2
Software Change Management Service
CW14-16
SAP
8
Design and Implement Remote Supportability
CW16
Hopp´n Malt
9
E2E100 Root Cause Analysis Workshop
CW17
SAP
10
E2E200 Change Control Management Workshop
CW18
SAP
11.1
Design and Implement Incident Management
CW12-32
Hopp´n Malt
11.2
SAP Incident Management Implementation Service
CW12-32
SAP
12
E2E100 Root Cause Analysis Workshop
CW33
SAP
13
E2E200 Change Control Management Workshop
CW34
SAP
GLOBAL BEVERAGES
For internal use by CSC only
For internal use by CSC only
Step
© SAP 2009 / Page 1
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Hopp’n Malt - A Case Study (Part II) Status after implementation of E2E Standards 1 E2E Solution Operations
This chapter provides you an overview about your readiness for the operation of your mission critical business processes according SAP’s E2E Standard. 1.1 SAP E2E Standard Compliance The following table represents the application & lifecycle management status of your Solution Manager installation: Exception
Handling is implemented Root Cause Analysis is implemented Service Delivery is fully enabled EWA for Solutions is currently being implemented Incident Management implemented but not based on Solution Manager
Support Standards
Status (Standards)
Service Delivery
Subtopic
Status Subtopic
EarlyWatch Alert EarlyWatch Alert for Solutions Issues and Top Issues Services + Self Services
Incident Management
Service Desk
Exception Handling
Diagnostics
Data Integrity
-
Root Cause Analysis
Diagnostics BI Reporting
© SAP 2009 / Page 1
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For internal use by CSC only
For internal use by CSC only
Status: New EP solution requires higher coverage of E2E standards Customer’s support staff is almost fully trained and certified on E2E tools E2E standards / tools are mainly used
Hopp’n Malt - Enterprise Support Report
E2E Solution Operations Standards Adherence - II Remote Supportability
Business
Process and Interface Monitoring is implemented System Monitoring is implemented Change Control Management is implemented Remote Supportability is assured Solution Documentation is done in Solution Manager
Business Process and Interface Monitoring Data Volume Management Job Scheduling Management Transactional Consistency System Administration Test Management Change Control Management
Alerts BPM Alerts -
For internal use by CSC only
For internal use by CSC only
Solution Documentation System Monitoring
RFC Solution Manager SAP is running
‘Central System Administration’ Tasks Change Request Management Maintenance Optimizer (MOPZ) OTO / CTS+
© SAP 2009 / Page 1
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Quality Manager for Business Continuity: Lesson Agenda Quality Manager for Business Continuity Lesson 1: Introduction - What is Business Continuity? Lesson 2: Quality Manager for Business Continuity Lesson 3: E2E Standards & Business Continuity Operations Process
For internal use by CSC only
For internal use by CSC only
Lesson 4: Business Continuity Operations Process – Project Handover Lesson 5: Business Continuity Operations Process - Implement Lesson 6: Business Continuity Operations Process - Operate & Optimize Lesson 7: Case Study Lesson 8: Summary
© SAP 2009 / Page 1
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Summary QM for Business Continuity BUSINESS Global Business Process Champion
End User, Key User
Application Management QUALITY MANAGEMENT Integrated Q-Management, Sin;ge Source of Truth Custom Development
Business Process Operation
For internal use by CSC only
For internal use by CSC only
Regional Business Process Champion
Program Management Office (PMO)
SAP Technical Operations
IT Infrastructure
IT
2
Operational Issues & New Requirements Run SAP: End-to-End Solution Operations Methodology, tools & services Fix Issues, implement new support processes & Optimize Operations
© SAP 2009 / Page 1
Focus Areas:
Process Change Management
Business plan integration
•
Run SAP project initialization
•
Quality assurance of project team (plan, skills)
Process Control •
Skills
– Trainings & Certifications •
Methodology – Process Compliance
•
Execution
– KPI control by samples
Process Reporting •
Process KPIs
•
Trend Analysis and Forecasting
•
Feedback to Business
Process Optimization •
Process exceptions
•
Process gaps
©SAP AG
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•
Input from QM for Business Process Improvement
For internal use by CSC only
For internal use by CSC only
©SAP AG
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Summary: Benefits
Improved and timely implementation of end-to-end support process and tools
Unplanned application/system outages can be minimized
proactively detect issue before end users are affected
Reduced human administrative efforts to complete mundane repetitive IT tasks
reduces problem-resolution time and the number of resources involved
reduces the level of specialized skills required to isolate problematic components
reduce or postpone infrastructure investments
reduce storage subsystem costs and operational costs associated with storage
For internal use by CSC only
For internal use by CSC only
The benefits of engaging a QM for Business Continuity are:
© SAP 2009 / Page 1
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Summary: Tasks
Early evaluation of the planned changes in the solution to identify areas of improvement of the IT operations processes.
Maintain close collaboration between all project related quality managers
Review of existing operations processes to close operations gaps.
Definition of adjustments to the operations processes
Integration of the planned project into the customers business plan.
Definition of a IT operations implementation project (Run SAP)
Leverage the automated service level report generation and the broadcasting of these reports in SAP Solution Manager to key people in IT and business
For internal use by CSC only
For internal use by CSC only
The tasks of the QM for Business Continuity are:
© SAP 2009 / Page 1
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Summary: Tasks (Continued)
All activities of integration validation apply, as the project is to be handled like any other implementation project.
Ensure that the implementation is done according to the Run SAP Methodology (latest version).
Ensure the integration of the technical infrastructure (I.E. SAP Solution Manager) into the project scope, if not already in place.
Trigger a skill evaluation of the operations teams and ensure a proper certification of the team members.
For internal use by CSC only
For internal use by CSC only
Additional tasks of the QM for Business Continuity are:
© SAP 2009 / Page 1
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Summary: Key Performance Indicators
The key performance indicators for the QM Business Continuity are: BENEFIT
Use of Run SAP methodology & tools for implementation of critical support process
Improves deployment and future optimization of support processes utilizing existing Solution Manager tools
Use of Q-Gates for phase transitions in all critical deployments
Ensures all exit criteria is met before transitioning from phase to phase
Reduction in unplanned application outages and resolution time if one occurs
Improved application availability, application analysis recovery and end user satisfaction
Centralized documentation and tools in a “single source of truth” system (I.E. Solution Manager)
Improved knowledge transfer and access to critical business process information. Avoids conflicting versions of information
Reduction in application issues related to deployment of changes in production
An adequate change mgt process & tool will provide transparency and control of application changes
Increase in the number of potential issues identified before a disruption to the business
Earlier detection of critical issues via business process monitoring might avoid an outage
For internal use by CSC only
For internal use by CSC only
KEY PERFORMANCE INDICATOR
© SAP 2009 / Page 1
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Summary: Reporting Requirements
Status of required End-to-End support operations tools and processes
Established Quality Management related KPIs for Business Continuity and report periodically For internal use by CSC only
For internal use by CSC only
The reporting requirements of the QM for Business Continuity are:
© SAP 2009 / Page 1
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Summary: Critical Success Factors
Compliance of the SAP operations concept with the SAP standards for SAP technical operations, business process operations and application management.
Fulfillment of defined KPIs (e.g. SLAs) which measure the success of SAP technical operations, business process operations and application management.
For internal use by CSC only
For internal use by CSC only
The critical success factors of the QM for Business Continuity are:
© SAP 2009 / Page 1
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Summary: Skills
Knowledge of SAP end-to-end operations standards and the realization of the corresponding operations processes within the company.
Solid understanding of the Run SAP Methodology to implement end-to-end solution operations processes
Broad understanding of SAP and non-SAP technologies (i.e. interface technologies, eSOA, etc)
Good understanding of SAP Solution Manager and its capabilities
For internal use by CSC only
For internal use by CSC only
The required skills of the QM for Business Continuity are:
© SAP 2009 / Page 1
©SAP AG
E2E060
4-69
Summary: Recommended Training
E2E040 Run SAP End-to-End Solution Operations
E2E100 Root Cause Analysis (optional)
E2E200 Change Request Management (optional)
E2E300 Business Process Integration and Application Management (optional)
SM100 Solution Manager Administration (optional)
For internal use by CSC only
For internal use by CSC only
The recommended training of the QM for Business Continuity is:
© SAP 2009 / Page 1
©SAP AG
E2E060
4-70
Quality Manager for Business Continuity: Unit Objectives
You should now be able to: Understand
the Principles of Business Continuity (BC)
Describe
the Operations Process for Quality Manager for Business Continuity (QM for BC)
How
the required tasks for the QM to ensure BC to setup, operate and optimize business continuity processes
For internal use by CSC only
For internal use by CSC only
Discuss
© SAP 2009 / Page 1
©SAP AG
E2E060
4-71
Exercise: Assessment of QM for Business Continuity
This exercise will assist you in: Determining
where the Quality Manager for Business Continuity can fit within the Hopp’n Malt organization
Understanding the benefits, objectives, activities and KPIs of the QM for Business Continuity For internal use by CSC only
For internal use by CSC only
© SAP 2009 / Page 1
©SAP AG
E2E060
4-72
Hopp’n Malt Organizational Structure
Hopp’n Malt Organizational Structure
REGIONAL Business Process Champions
IT MANAGEMENT ORGANIZATION Program Manageme nt Office (PMO)
Business Process Operations
Help Desk
IT Program Management Office (PMO) Infrastructure
Applications
For internal use by CSC only
For internal use by CSC only
GLOBAL Business Process Champions
IT Operations
Systems
Development
Basis Mgt.
Functional Analysts
Exception Mgt
Storage Software
Cross-Appl Analysts
Interfaces Mgt.
Network
Training Mgt.
Interfaces
Capacity/ Perf Mgt.
BW
End User Mgt
Test Mgt
Job Mgt.
Change Mgt © SAP 2008
©SAP AG
E2E060
4-73
For internal use by CSC only
For internal use by CSC only
4-74
E2E060
©SAP AG
Unit 4: Quality Manager for Business Continuity
Exercise
Unit 4: Quality Manager for Business Continuity Topic: The objectives, activities and KPIs of the QM for Business Continuity (BC) are now understood. Now perform an assessment and create action plan for implementing this QM role in Hopp’n Malt.
• Assess which current role in Hopp’n Malt would best facilitate the role of the QM for BC. Which efforts this QM would drive forward and what KPIs would be periodically reported. Finally, create an action plan for integrating this role into your company. In this exercise you will go through the process of reviewing Hopp’n Malt’s organizational structure, the objectives, activities and KPIs of the QM for BC, and determine how best to integrate this role.
1.
Review the organization chart for Hopp’n Malt. Make any assumptions you like as to what functions are performed in each group (org chart box). Where would the Quality Manager for Business Continuity most likely come from? •
2.
3.
________.
List some of the benefits of having a Business Continuity Quality Manager: •
_________.
•
_________.
•
_________.
List the main objectives of the QM for Business Continuity: •
_________.
•
_________.
•
_________.
©SAP AG
E2E060
4-75
For internal use by CSC only
For internal use by CSC only
At the end of this exercise you will be able to:
4.
•
_________.
•
_________.
•
_________.
•
________.
List the main activities that this Quality Manager will ensure are conducted in the Hopp’n Malt organization, but not necessarily perform themselves: •
_________.
•
_________.
•
_________.
©SAP AG
E2E060
4-76
For internal use by CSC only
For internal use by CSC only
5.
List the main activities that this Quality Manager will perform:
Unit 4: Quality Manager for Business Continuity
Solution
Unit 4: Quality Manager for Business Continuity Topic: The objectives, activities and KPIs of the QM for Business Continuity (BC) are now understood. Now perform an assessment and create action plan for implementing this QM role in Hopp’n Malt.
• Assess which current role in Hopp’n Malt would best facilitate the role of the QM for BC. Which efforts this QM would drive forward and what KPIs would be periodically reported. Finally, create an action plan for integrating this role into your company. In this exercise you will go through the process of reviewing Hopp’n Malt’s organizational structure, the objectives, activities and KPIs of the QM for BC, and determine how best to integrate this role.
1.
Review the organization chart for Hopp’n Malt. Make any assumptions you like as to what functions are performed in each group (org chart box). Where would the Quality Manager for Business Continuity most likely come from? • Typically this Quality Manager will come from the IT Operations organization.
2.
List some of the benefits of having a Business Continuity Quality Manager: • Ensure business continuity while reducing Total Cost of Ownership. • Improved and timely implementation of end-to-end support process and tools. • Unplanned application/system outages can be minimized. • Reduced human administrative efforts to complete mundane repetitive IT tasks. • Reduced or postponed infrastructure investments due to better utilization of system resources. • Reduces problem-resolution time and the number of resources involved.
©SAP AG
E2E060
4-77
For internal use by CSC only
For internal use by CSC only
At the end of this exercise you will be able to:
3.
List the main objectives of the QM for Business Continuity: • Create or adapt existing solution support processes to address changing business/application requirements in a methodical and effective manner. • Establish and operate one end-to-end integrated change control methodology that implements a transparent and structured change management process/tools, which also include an adequate testing program. • Establish and operate end-to-end System Administration process for Data Volume Mgt, Consistency Mgt and system availability.
• Establish and operate an integrated incident management and problem management (incl. root-cause analysis solution for business processes, interfaces, and SAP technology. 4.
List the main activities that this Quality Manager will perform: • Early evaluation of the planned changes in the solution to identify areas of improvement of the IT operations processes. • Maintain close collaboration between all project related quality managers. • Review of existing operations processes to close operations gaps. • Leverage the automated service level report generation and the broadcasting of these reports in SAP Solution Manager to key people in IT and business. • Established Quality Management related KPIs and report periodically
5.
List the main activities that this Quality Manager will ensure are conducted in the Hopp’n Malt organization, but not necessarily perform themselves: • Ensure that the implementation is done according to the Run SAP Methodology (latest version). • Trigger a skill evaluation of the operations teams and ensure a proper certification of the team members. • Ensure the integration of the SAP Solution Manager technical infrastructure into the project scope, if not already in place. • Ensure that the Q-Gate process is used for the implementation/enhancement of any support processes.
©SAP AG
E2E060
4-78
For internal use by CSC only
For internal use by CSC only
• Establish and operate one end-to-end integrated business solution monitoring process (Including Systems, Business Processes & Interfaces).
SAP Customer Center of Expertise E2E060 Customer COE E2E060 SAP Customer Center of Expertise 05
For internal use by CSC only
For internal use by CSC only
- Implementing SAP Quality Management Quality Manager for Business Process Improvement
© SAP 2008
©SAP AG
E2E060
5-1
Quality Manager for Business Process Improvement: Unit Objectives
After completing this unit, you will be able to explain the: Principles
of Business Process Improvement (BPI)
Process for Quality Manager for Business Process Improvement
Required
For internal use by CSC only
For internal use by CSC only
Operations
tasks for the Quality Manager to ensure BPI
Critical
success factors and key performance indicators for the Quality Manager for BPI SAP Solution Management Assessment
© SAP 2009 / Page 1
©SAP AG
E2E060
5-2
Quality Manager for Protection of Investment: Unit Overview Diagram
Lesson 1: Quality Manager for Business Process Improvement Lesson 2: Business Process Improvement Process Overview For internal use by CSC only
For internal use by CSC only
Lesson 3: Business Process Improvement - Assess Lesson 4: Business Process Improvement - Analyze Lesson 5: Business Process Improvement - Optimize Lesson 6: Business Process Improvement - Verify Lesson 7: Summary
© SAP 2009 / Page 1
©SAP AG
E2E060
5-3
IT challenges Improve Visibility into Business Processes
Business
Project Owner
Software Lifecycle
Implementation
Service Provider
IT
Business Process Owner
Operation & Optimization
For internal use by CSC only
For internal use by CSC only
Business
Operations Owner
Disconnect Controlled
Interface between Business and IT Operations
End-user
and business owner satisfaction the issues that impede business processes and how to resolve them
Understanding
IT Operation
Quality Manager for Business Process Improvement
© SAP 2009 / Page 1
©SAP AG
E2E060
5-4
QM for Business Process Improvement Organizational Setup Business Business Process Champion: Owns
the definition of the business processes within the organization
BP Champion
Owns
the way it is implemented in
For internal use by CSC only
For internal use by CSC only
IT Is
normally a person from the business with a very deep knowledge of the business strategy as well as of the business execution
QM-BPI QM-BC
QM for Business Continuity:
Application
Technology
Direct
contact for all technical aspects
Collaboration
in all business related topics (Business Process Monitoring, Exception Handling)
IT
© SAP 2009 / Page 1
©SAP AG
E2E060
5-5
Quality Manager for Business Process Improvement Optimize Business Benefit 1/2 DMS Send Urgent Order
Create Sales Order
Perform Order Rescheduling(V_V2)
Create Outbound Delivery (VL10A)
Create Shipment (VT01N)
ERP Global Business Process Champion
End User, Key User
Regional Business Process Champion
Program Management Office (PMO)
Confirm Picking TO with difference
Create Picking Transfer Order (TO)
Application Management
Confirm Picking TO (LT11)
Perform Billing (VF04)
Custom Development
In case of Discrepancies block Discrepancies on Bin in Storage Type 999
Business Process Operation
SAP Technical Operations
For internal use by CSC only
For internal use by CSC only
Post Goods Issue
IT Infrastructure
Quality Management for Business Process Improvement Technical business process operations monitoring Monitor
all queues, interfaces, workflows and batch jobs
100%
transparency and monitoring of business process exceptions 100% transparency of business process KPIs Data
3
consistency check framework Innovation Solution Management Assessment Business Process Management Managing Data Consistency
© SAP 2009 / Page 1
KEY MESSAGE: Alignment of IT to different business units is vital for maintaining end-user and business owner satisfaction as well as for understanding and resolving any issues that impede business processes.
NOTES: Optimize Business Benefit. A key value driver of SAP industry solutions is the automation of end to end business processes. Exceptions must be monitored closely in order to increase service and production levels (e.g. out of stock situations, incomplete deliveries, missing material for production etc.) An E2E Business Solution across several application components and data bases is nearly always inconsistent. The level of inconsistency depends on how fast queues, interfaces, workflows and batch jobs are processed. These inconsistencies must be managed to an acceptable level. QM for Business Process Improvement -
…analyze top issues in the SAP solution landscape
…Mapping top issues, requirements, and challenges to the functionality
…business process monitoring and exception handling
* Business process champions have the lead role within the business, defining the business requirements and how business processes are to be executed.
©SAP AG
E2E060
5-6
Customer COE Organization Relevant Functions and Scope QM for Safeguarding Integration Validation
QM for Business Process Improvement Solution Management Assessment
Solution Documentation Safeguard implementations
& deployments Test Management
BUSINESS
Regional Business Process Champion
End User, Key User
Program Management Office (PMO)
QM for Business Continuity Remote
Supportability Root Cause
Single Source of Truth Integrated Quality Management
Application Management QUALITY MANAGEMENT Integrated Q-Management, Single Source of Truth Custom Development
QM for Protection of Investment Modification Clearance Custom Code Maintainability Enhancement Packages Change Request Mgt
Business Process Operation
SAP Technical Operations
Analysis System
Administration System
Monitoring Data
Consistency Mgt. Incident Mgt.
IT Infrastructure
IT QM for Business Continuity Change Control Mgt Business Process and
Interface Monitoring & Exception Handling Data Volume Management Job Scheduling Management
© SAP 2009 / Page 1
KEY MESSAGE: The advanced certification of a Customer COE organization is comprehensive in scope and includes an assessment of the skills the team possesses for executing integrated quality management and the continuous improvement of SAP solution operations.
QM for Protection of Investment – System stability & Innovation •
Modification Clearance
•
Custom Code Maintainability
•
Enhancement Packages
•
Change Request Mgt
©SAP AG
E2E060
5-7
For internal use by CSC only
For internal use by CSC only
Global Business Process Champion
Establishing a “Single Source of Truth“ Business Process Improvement Business Continuity
Optimize Business Benefit QM for Business Process Improvement Documentation of Solution - Including custom code
Maintenance of SAP solutions
Q-Gate
Requirements
Q-Gate
Upgrade
Optimize
Q-Gate
SAP Technical Operations
Design
Application Management
Q-Gate Build & Test
Operate
Solution Configuration Test Management
Business Process Operations Incident & Problem Management
Innovation Management
For internal use by CSC only
For internal use by CSC only
Improvements of solutions
Q-Gate
Deploy
IT Reporting
Q-Gate
Deployment of solution updates
Business Configuration © SAP 2008
©SAP AG
E2E060
5-8
QM for Business Process Improvement: Unit Overview Diagram
Lesson 1: Quality Manager for Business Process Improvement Lesson 2: Business Process Improvement Process Overview For internal use by CSC only
For internal use by CSC only
Lesson 3: Business Process Improvement - Assess Lesson 4: Business Process Improvement - Analyze Lesson 5: Business Process Improvement - Optimize Lesson 6: Business Process Improvement - Verify Lesson 7: Summary
© SAP 2009 / Page 1
©SAP AG
E2E060
5-9
Overview Examples of Business Process Improvements Affected Areas of the Organization SAP
and partners
Project
management
office
Enhancements
to existing functionality
Opportunities
development
Application
management Business
process monitoring
Technical
operations Third party products
after a technical upgrade to leverage new capabilities
Utilize
new functionality in enhancements packages
Projected
data volumes and end user avg/peak loads Performance impact affects end user adoption Incorporate
established KPIs in solution design
Adjust
system architecture as needed
Operational Issues Identify
new support process required to address new technologies or business SLAs
Identify
any operational issues and adjust
Ensure
additional tools and skills are in place prior to deployment
Perform
periodic reviews and identify any issues or opportunities to optimize
Customer COE
QM Protection of Investment
QM for Business Continuity
QM for Business Continuity
© SAP 2009 / Page 1
©SAP AG
E2E060
5-10
For internal use by CSC only
For internal use by CSC only
Custom
Scalability/ Performance Optimization
Missing or Additional Functionality Required
QM for Business Process Improvement Process Overview Improve the E2E Business Processes with a functional and technical engineering approach Spread Sheet
Focus on:
EP 7.0
Business Processes System Components and Interfaces Business
EP 8.0 CRM XI
CRM
BW
Logistics
Impact
problems, such as performance, inefficient processes, end user dissatisfaction
Legacy System
Major
External Web
Content Server
HCM
R/3
Group-ware
ASSESS
ANALYZE Assess
OPTIMIZE
Analyze
Optimize
Responsible
Customer CoE
Accountable
Quality Manager
VERIFY Verify
© SAP 2009 / Page 1
Assess •
Conduct Solution Management Assessment
•
Validate the business process requirements
•
Define the KPIs
•
Analyze the system landscape, business processes, and interfaces
•
Identify the top issues
Analyze •
Define the action plan, priorities, responsible and time lines
•
Collect information and perform analysis
•
Provide recommendations for improvement
Optimize •
Error correction
•
Implement improvements
•
Definition of monitoring objects and procedures
©SAP AG
E2E060
5-11
For internal use by CSC only
For internal use by CSC only
Core
Verify •
Validate recommendation
•
Top Issue follow-up
For internal use by CSC only
For internal use by CSC only
©SAP AG
E2E060
5-12
QM for Business Process Improvement The Expertise Quality Manager Understanding
of the core business processes and how they were implemented Understanding of the business criticality of the processes to Experts Interface to Customer Project Team Track
Action Plan / Monitor issue resolution
Verify
results
For internal use by CSC only
For internal use by CSC only
Interface
Customer COE Experts Experienced
in their specific functional or technical area Identify the issues, such as performance or inefficient processes Optimize
and solve the issues Communicate with SAP as necessary SAP
experts (on demand)
End-to-End Business Process Performance Efficient Processes Technical Correctness
© SAP 2009 / Page 1
©SAP AG
E2E060
5-13
QM for Business Process Improvement: Unit Overview Diagram
Lesson 1: Quality Manager for Business Process Improvement Lesson 2: Business Process Improvement Process Overview For internal use by CSC only
For internal use by CSC only
Lesson 3: Business Process Improvement - Assess Lesson 4: Business Process Improvement - Analyze Lesson 5: Business Process Improvement - Optimize Lesson 6: Business Process Improvement - Verify Lesson 7: Summary
© SAP 2009 / Page 1
©SAP AG
E2E060
5-14
QM for Business Process Improvement Improvement Process IMPROVEMENT PROCESS
Assess
Validation of business process requirements
Collect information and perform analysis
KPI Assessment
Identification of top issues
Provide recommendations for improvement
Optimize
Define the action plan, priorities, responsible and time lines
Verify
Error correction
Implement improvements
Validate recommendations
Definition of monitoring objects and procedures
Ensure implementation of recommendations
Top Issue follow-up
For internal use by CSC only
Conduct Solution Management Assessment
For internal use by CSC only
Analyze
© SAP 2009 / Page 1
©SAP AG
E2E060
5-15
Assess Phase Conduct SAP Solution Management Assessment
Validation of business process requirements
Define business KPIs
Analysis of system landscape, business processes, interfaces
The outcome of the SAP Solution Management Assessment is documentation of all top issues, additional requirements and challenges
Activities: For internal use by CSC only
For internal use by CSC only
SAP Solution Management Assessment
Identification
of the business processes requirements for the core processes
Identification of top issues Definition
QM Business Process Improvement
Business Process Champions
of business KPIs
Identification
and documentation of the software components across the business processes
Analysis
of the core business processes
Analysis
of critical interfaces
© SAP 2009 / Page 1
©SAP AG
E2E060
5-16
Reason
Business Processes are not performing optimally. Major problems, such as performance, inefficient processes, end user dissatisfaction, etc.
Focus
Identification of top issues, analyzing them in the production environment, and establishing a reference case.
For internal use by CSC only
For internal use by CSC only
SAP Solution Management Assessment Overview
QM for Business Process Improvement
Roles Business Process Champion
Result
Action plan for improvement is defined in conjunction with the other quality managers in the Customer COE.
© SAP 2009 / Page 1
©SAP AG
E2E060
5-17
SAP Solution Management Assessment Methodology Overview 1/2 Process Flow Business Process Requirements
KPIs:
Impact to the business
Availability requirements
Operational requirements (performance and BP completion)
KPI targets/how?
KPI Reporting
To
QM for Business Continuity & Business Improvement
be Identified:
Software releases Involved technologies Hardware – architecture strategy (perf/availability) Interface technologies Identify potential risks
Analyzing
the BP:
All steps and how they were implemented Data volumes processed (avg, peak) Other interfaced systems Technical constraints for any BP step Understand operational requirements
Analysis of Critical Interfaces
Understand how the interfaces were implemented Technologies used (IDOC/BAPI, etc.) How implemented
Identify Top Issues
Clear documentation of ALL top issues, additional requirements
Time critical requirements Review transactional security & consistency Operational topics
As a result of the SAP Solution Management Assessment an action plan for improvement is defined in conjunction with the other quality managers in the Customer COE
Business Process Champions
© SAP 2009 / Page 1
Key Deliverables: •
Identification/Validation of the core business processes & Documentation in SAP Solution Manager.
•
Definition of KPIs for the core business process steps and interfaces (business KPIs and operations KPIs – together with the QM for Business Continuity)
•
Identification of the software components across the business processes.
•
Business criticality of the processes (business continuity if this process is not available)
•
Data volumes of the business processes (understand the technical feasibility)
•
Clear documentation of all top issues, additional requirements, and challenges
Business confirmation, that all top issues have been identified and correctly prioritized
Need to Know:
•
Defining Key performance Indicators involves:
•
The impact to the business if the business processes and systems are not available
•
Requirements for availability & Operational requirements in term of performance and completion of business processes
•
What are the targets for the KPIs? How are the KPIs measured? Requirements for reporting
The following topics must be identified for each of the components:
©SAP AG
E2E060
5-18
For internal use by CSC only
For internal use by CSC only
Defining
Analysis of Core Business Process
Identify/Document Solution Landscape
•
Software releases (to be able to check compatibility and functionality provided in each of the releases)
•
Involved technologies (e.g., Java, BSP, Ajax, VMC…; depending on the used technology, certain commonly known risks may be anticipated for the solution)
•
Hardware (servers, database, operating systems etc.; depending on the setup, the planned load balancing may be feasible or not, or certain technical issues may be expected for the particular combination of software and hardware)
•
Interface technologies (e.g., RFC, PI, Web-service; certain technologies may be prone, for instance, to lacks of transactional security)
For internal use by CSC only
For internal use by CSC only
©SAP AG
E2E060
5-19
SAP Solution Management Assessment Methodology Overview 2/2 Process Flow Business Process Requirements
KPIs:
Impact to the business
Availability requirements
Operational requirements (performance and BP completion)
KPI targets/how?
KPI Reporting
QM for Business Continuity & Business Improvement
To
be Identified:
Software releases Involved technologies Hardware – architecture strategy (perf/availability) Interface technologies Identify potential risks
Analyzing
the BP:
All steps and how they were implemented Data volumes processed (avg, peak) Other interfaced systems Technical constraints for any BP step Understand operational requirements
Analysis of Critical Interfaces
Understand how the interfaces were implemented Technologies used (IDOC/BAPI, etc.) How implemented
Identify Top Issues
Clear documentation of ALL top issues, additional requirements
Time critical requirements Review transactional security & consistency Operational topics
As a result of the SAP Solution Management Assessment an action plan for improvement is defined in conjunction with the other quality managers in the Customer COE
Business Process Champions
© SAP 2009 / Page 1
Analyzing the business processes involves: •
Understanding of each of the steps of the business processes and how they were implemented (standard SAP code, custom code, user exits, etc)
•
Understanding of the data volumes processed (i.e. sales orders and the corresponding line items) taking into account peak times (hours, months, seasons)
•
Understanding of the interfaces involved in the business process (e.g. interface to the warehouse systems, payroll printing, etc)
•
Understanding of technical constraints for the step & operational requirements
The focus on the interfaces is to: •
Understand how the interfaces have been implemented step by step, what technologies are been used (e.g. IDOC, BAPI, etc). How time critical is the interface (real time, batch)?
•
Understanding of data volumes for the interfaces (expected response times)
•
Review of transactional security and data consistency in the interface (no data lost)
•
Understanding of operational topics such as: high availability of the interface, workload, monitoring and error handling procedures)
©SAP AG
E2E060
5-20
For internal use by CSC only
For internal use by CSC only
Defining
Analysis of Core Business Process
Identify/Document Solution Landscape
SAP Solution Management Assessment SAP Safeguarding Service (If needed) SAP Solution Management Assessment Approach Based on your business requirements and operational constraints Assessment
of your critical end-to-end core business processes and technical infrastructure operation, monitoring and administration procedures performance, data volume and throughput of core business processes solution management strategy operation efficiency by aligning your business and IT departments rollout strategy Identification of related top issues and areas of concern eliminate existing and potential issues for solution
SAP Deliverables
Mitigate
Monitor
Identify
5
1 Issue
4
Maintainability
3
Analysis
and description of the core business processes and solution landscape Assign the system landscape and related interfaces the issues and recommendations to be applied Detailed action and service plans to address identified issues and recommendations
2 Quantify
SAP Solution Management Assessment as a starting point for Continuous Improvement © SAP 2009 / Page 1
©SAP AG
E2E060
5-21
For internal use by CSC only
For internal use by CSC only
Assess Phase Validate Business Process Requirements
Identify the business requirements of the core business processes
Identify if the business processes still meet the demands of the business
Identify risks and their business impact, such as volume or time constraints
Identify possible improvements to the current business processes
Ensure that the following documentation is being maintained in the SAP Solution Manager: Process Details: Order to Cash --- Current Status
Core
business processes Involved system components Interfaces Related KPIs
SAP NETWEAVER PORTAL SERVER
SAP ECC
LC 1 LEGACY
2
Create Sales Order (automatic)
Create Sales 1 Order
MRP Manufacturing Process
Check Availably
3
4 Procurement Process
6 Create Outbound Delivery
5 Create Outbound Delivery
7
8
Create Picking Transfer Order
9 Post Goods Issue
12
Confirm Picking Transfer Order
10 Create Billing Document
13
11
Post Goods Issue
© SAP 2009 / Page 1
©SAP AG
E2E060
5-22
For internal use by CSC only
For internal use by CSC only
Understand the core business processes end-to-end and their criticality, focusing on:
Assess Phase Key Performance Indicators and Trending What
does the trending information in the Service Level Reporting indicate?
Which
business processes and steps are starting to degrade?
key areas show room for improvement? Is business operation threatened... availability, performance? What
is the end user experience?
What
are the recommendations from business process champions?
Ensure
For internal use by CSC only
For internal use by CSC only
Which
the following:
KPIs
have periodic review and are adjusted as necessary Service Level Reports are being distributed to the key people in each reporting area
© SAP 2009 / Page 1
©SAP AG
E2E060
5-23
Assess Phase Identify and Document Top Issues What
are the top issues? Is the end user community having issues? the KPIs being met? Have there been business disruptions?
For internal use by CSC only
For internal use by CSC only
Are
Ensure
the following: Clear documentation of all top issues Top
issues are documented in the SAP Solution Manager so they can be forwarded to SAP as necessary
© SAP 2009 / Page 1
©SAP AG
E2E060
5-24
Transition Criteria for Process Phases Assess Æ Analyze Analyze
Assess
Business process requirements have been validated KPIs and trending data have been evaluated Top issues have been identified and documented
QM for Business Process Improvement
Core business processes to address have been identified
All Quality Managers
For internal use by CSC only
For internal use by CSC only
Customer CoE Experts
Business Process Champions • Document the
• Document the
results
results
Customer • Upload CoE documentation Experts
• Upload documentation
• Q-Gate rating
• Q-Gate rating
© SAP 2009 / Page 1
The ‘Assess’ bullet points are completed signifying that the process is ready to proceed to the ‘Analyze’ phase.
The ‘Analyze’ bullet point(s) need to be in place before this phase can successfully start.
©SAP AG
E2E060
5-25
QM for Business Process Improvement: Unit Overview Diagram
Lesson 1: Quality Manager for Business Process Improvement Lesson 2: Business Process Improvement Process Overview For internal use by CSC only
For internal use by CSC only
Lesson 3: Business Process Improvement - Assess Lesson 4: Business Process Improvement - Analyze Lesson 5: Business Process Improvement - Optimize Lesson 6: Business Process Improvement - Verify Lesson 7: Summary
© SAP 2009 / Page 1
©SAP AG
E2E060
5-26
QM for Business Process Improvement Operations Process IMPROVEMENT PROCESS
Assess
Conduct Solution Management Assessment Validation of business process requirements
KPI Assessment
Identification of top issues
Optimize
Define the action plan, priorities, responsible and time lines
Collect information and perform analysis
Provide recommendations for improvement
Verify
Error correction
Implement improvements
Validate recommendations
Definition of monitoring objects and procedures
Ensure implementation of recommendations
Top Issue follow-up
For internal use by CSC only
For internal use by CSC only
Analyze
© SAP 2009 / Page 1
©SAP AG
E2E060
5-27
Analyze Phase Analysis of Business Processes
Adjustment of the business processes to business requirements
Custom code replacement
Innovation: new functionalities in new releases / enhancement packages
Optimization of business processes to increase return of investment For internal use by CSC only
For internal use by CSC only
Motivation
Involved QMs
Action Plan
Identify missing functionality
Change requests for minor business process changes
Implementation projects for significant business process changes
Custom code analysis and optimization
Protection of Investment
Provide recommendations for improvement
Protection of Investment
Protection of Investment
Business Continuity
Integration Validation
Business Continuity
© SAP 2009 / Page 1
©SAP AG
E2E060
5-28
Analyze Phase Analysis of System Landscape
Optimize throughput to release system resources
Better planning with known system capacity limits
Increase End User Satisfaction For internal use by CSC only
For internal use by CSC only
Motivation
Involved QMs
Action Plan
Performance tuning as immediate action
Adjust business process monitoring for early identification and alerting
Business process application tuning
System load tests to estimate landscape limitations
Identify scalability and performance issues
Provide recommendations for improvement
Business Continuity Business Continuity Protection of Investment Integration Validation
© SAP 2009 / Page 1
©SAP AG
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Analyze Phase Analysis of IT Operations
Adjustment of IT operations processes required if new functionalities / products are implemented
Continuous Optimization of established IT operations processes
Optimize collaborations with partner ecosphere (sourcing, hosting) For internal use by CSC only
For internal use by CSC only
Motivation
Involved QMs
Action Plan
Identification of IT operations process gaps
Business Continuity
Trigger Run SAP project to define, implement or adjust IT operations processes
Business Continuity
Provide recommendations for improvement
Business Continuity
Protection of Investment
© SAP 2009 / Page 1
©SAP AG
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Analyze Phase SAP Service Portfolio
SAP Business Process Performance Optimization
SAP Remote Performance Optimization
SAP Interface Management
Large data volumes impacting performance and operations of the business processes
SAP Data Volume Management
Errors in business processes
SAP Business Process Management
Run SAP assessment
SAP System Administration for PI, CRM, SCM, BI
For internal use by CSC only
Performance and operability of the interfaces
For internal use by CSC only
Performance of core business processes and critical transactions
Data consistency issues
Availability of business processes Operational issues
Insufficient knowledge in system administration
© SAP 2009 / Page 1
©SAP AG
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Transition Criteria for Process Phases Analyze Æ Optimize Optimize
Analyze
All Quality Managers
IT operations gaps have been identified
Customer CoE Experts
Action Plan has been defined with priorities, resources, and time line
For internal use by CSC only
Action Plan rolled out to team members
Appropriate analysis tools available and Customer CoE Experts trained in their use
QM for Business Process Improvement
For internal use by CSC only
Core business process gaps, e.g. missing functionality, have been identified
QM for Business Continuity
• Document the results
• Upload CoE Customer documentation Experts • Q-Gate rating
© SAP 2009 / Page 1
The ‘Analyze’ bullet points are completed signifying that the process is ready to proceed to the ‘Optimize’ phase.
The ‘Optimize’ bullet points need to be in place before this phase can successfully start.
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QM for Business Process Improvement: Unit Overview Diagram
Lesson 1: Quality Manager for Business Process Improvement Lesson 2: Business Process Improvement Process Overview For internal use by CSC only
For internal use by CSC only
Lesson 3: Business Process Improvement - Assess Lesson 4: Business Process Improvement - Analyze Lesson 5: Business Process Improvement - Optimize Lesson 6: Business Process Improvement - Verify Lesson 7: Summary
© SAP 2009 / Page 1
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QM for Business Process Improvement Operations Process IMPROVEMENT PROCESS
Assess
Validation of business process requirements
Collect information and perform analysis
KPI Assessment
Identification of top issues
Provide recommendations for improvement
Optimize
Define the action plan, priorities, responsible and time lines
Verify
Error correction
Implement improvements
Validate recommendations
Definition of monitoring objects and procedures
Ensure implementation of recommendations
Top Issue follow-up
For internal use by CSC only
Conduct Solution Management Assessment
For internal use by CSC only
Analyze
© SAP 2009 / Page 1
©SAP AG
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Optimize Phase Correct Errors and Implement Improvements Cross-application errors: System
Sales order with delivery block
Background
job errors errors
Overdue purchase items
Database
Overdue production orders
Hardware
and network errors
Open outbound calls in CIC
Update
Interface Errors
errors
For internal use by CSC only
For internal use by CSC only
errors errors
Application process specific improvements:
in process flow
Functionality Improvements:
Change requests for minor business process changes
Implementation projects for significant business process changes
Upgrade project /EhP implementation
Custom code analysis and optimization
Gaps in IT Operations: Insufficient
training on tools and processes
Responsibities
in key areas too loosely defined SAP Solution Operation standards not implemented
Run
© SAP 2009 / Page 1
©SAP AG
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Optimize Phase Implement Monitoring and Error Handling Monitoring objects available for Business Process and Interface Monitoring in SAP Solution Manager
Background
Application specific monitoring functionalities (TBIs)
jobs
Sales order with delivery block
Dialog
performance of transactions Update errors General
document volume
Overdue
purchase items
Overdue
production orders
Open
outbound calls in CIC
Data Consistency Monitoring
Interface monitoring functionalities
Result
IDoc statuses
Blocked RFC queues
of Data Consistency Checks
System-internal Cross-system
consistency check reports
For internal use by CSC only
For internal use by CSC only
Cross-application monitoring functionalities
consistency check reports
© SAP 2009 / Page 1
Implement a monitoring solution which: •
Can immediately detect business process exceptions
•
Provide transparency into business process execution
•
This ensures successful completion of business processes and improves data consistency
QM for Business Process Improvement focus: •
Monitoring the normal execution of the processes
•
Identifying trends on application errors
•
Identify areas of improvement
•
Activities:
•
Establish reporting to monitor the progress and completion of the business processes
•
Define KPIs for all critical process steps and interfaces
•
Implement alert notifications
•
Extraction of Alert situations and application indicators out of SAP Solution Manager to SAP BI
Throughput and Backlog Indicators (TBI) can help identify errors/problems of different types •
Customizing errors
•
Errors in process design
©SAP AG
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•
Errors not corrected in timely manner (e.g. COGI errors)
•
Current documents not processed fast enough (e.g. outstanding sales orders)
•
Old open documents which should be closed and archived
•
Missing end-user training
For internal use by CSC only
For internal use by CSC only
©SAP AG
E2E060
5-37
Transition Criteria for Process Phases Optimize Æ Verify Verify
Errors have been identified and corrected or improvements implemented
Monitoring objects and thresholds have been adjusted
QM for Business Process Improvement QM for Business Continuity
• Document the results
• Upload CoE Customer documentation Experts • Q-Gate rating
Top issues and QM for Business recommendations Process documentation Improvement are up to date with latest information Business Process
QMs and Customer CoE Experts understand what needs to be verified
Champions
Customer CoE Experts
© SAP 2009 / Page 1
The ‘Optimize’ bullet points are completed signifying that the process is ready to proceed to the ‘Verify’ phase.
The ‘Verify’ bullet points need to be in place before this phase can successfully start.
©SAP AG
E2E060
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For internal use by CSC only
For internal use by CSC only
Optimize
QM for Business Process Improvement: Unit Overview Diagram
Lesson 1: Quality Manager for Business Process Improvement Lesson 2: Business Process Improvement Process Overview For internal use by CSC only
For internal use by CSC only
Lesson 3: Business Process Improvement - Assess Lesson 4: Business Process Improvement - Analyze Lesson 5: Business Process Improvement - Optimize Lesson 6: Business Process Improvement - Verify Lesson 7: Summary
© SAP 2009 / Page 1
©SAP AG
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QM for Business Process Improvement Operations Process IMPROVEMENT PROCESS
Assess
Validation of business process requirements
Collect information and perform analysis
KPI Assessment
Identification of top issues
Provide recommendations for improvement
Optimize
Define the action plan, priorities, responsible and time lines
Verify
Error correction
Implement improvements
Validate recommendations
Definition of monitoring objects and procedures
Ensure implementation of recommendations
Top Issue follow-up
For internal use by CSC only
Conduct Solution Management Assessment
For internal use by CSC only
Analyze
© SAP 2009 / Page 1
©SAP AG
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Validation of the successful action plan execution for all recommended improvements
Follow-up on all Top Issues
Trigger follow-up activities to perform risk mitigation For internal use by CSC only
For internal use by CSC only
Verify Phase Validation and Follow-up of Top Issues
Activities:
Confirm process improvements via business process monitoring trend analysis or end user satisfaction feedback
Reporting status and results to business process champion and the stakeholders
Definition of continuous improvement projects
Business improvement projects
Run SAP IT operations projects
Ensure monitoring alerts are appropriate and thresholds have the right values – adjust and re-confirm with business as needed
Ensure all documentation is updated
© SAP 2009 / Page 1
©SAP AG
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Transition Criteria for Process Phases Verify Æ Assess Assess
All Issues are closed
Findings have been documented and made known to upper management
Business process and system landscape documentation have been updated
QM for Business Process Improvement
KPI monitoring results and trending data available for future assessments
QM for Business Process Improvement
Business Process Champions
Business Process Champions
Customer CoE Experts
Customer CoE Experts
High end-user satisfaction
© SAP 2009 / Page 1
The ‘Verify’ bullet points are completed signifying that the phase is complete.
The ‘Assess’ bullet point(s) show what is needed to begin the process again.
©SAP AG
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For internal use by CSC only
For internal use by CSC only
Verify
QM for Business Process Improvement: Unit Overview Diagram
Lesson 1: Quality Manager for Business Process Improvement Lesson 2: Business Process Improvement Process Overview For internal use by CSC only
For internal use by CSC only
Lesson 3: Business Process Improvement - Assess Lesson 4: Business Process Improvement - Analyze Lesson 5: Business Process Improvement - Optimize Lesson 6: Business Process Improvement - Verify Lesson 7: Summary
© SAP 2009 / Page 1
©SAP AG
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QM for Business Process Improvement Optimize Business Benefit BUSINESS Global Business Process Champion
End User, Key User
Program Management Office (PMO)
For internal use by CSC only
For internal use by CSC only
Regional Business Process Champion
Application Management QUALITY MANAGEMENT Quality Manager for Business Process Improvement
Custom Development
Business Process Operation
SAP Technical Operations
IT Infrastructure
IT Innovation Solution Management Assessment Business Process Management Ensuring Business Process KPIs are met © SAP 2009 / Page 1
©SAP AG
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Summary: Benefits
Optimize business processes to increase return on investment
Manage top issues and improve the performance of core business processes and interfaces
Increased satisfaction of business process champions and end-users
Speed innovation and increase return of investment in the SAP solution
Continuous optimization of established IT operations and business processes
Highly available and efficient business processes
Drive innovation with new functionalities in new releases and enhancement packages
Ensure all business KPIs and SLAs are met
For internal use by CSC only
For internal use by CSC only
The benefits of the engagement of the QM for Business Process Improvement are:
© SAP 2009 / Page 1
©SAP AG
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Summary: Tasks
Ensure a Solution Management Assessment when appropriate
Understand the business unit’s requirements and service level agreements with the customers (internal and external customers)
Understand the business processes across SAP and non-SAP components, including the interfaces
Understand the technologies used to implement the business processes
Facilitate the process of identifying potential for improvements with the business process champions, SAP and the other parties involved.
Define a plan to implement improvements
Monitor and validate the implementation of the improvements
For internal use by CSC only
For internal use by CSC only
The tasks of the QM for Business Process Improvement are:
© SAP 2009 / Page 1
©SAP AG
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Summary: Key Performance Indicators
The key performance indicators for the QM for Business Process Improvement are: BENEFIT
Business process champion role established in the business unit
This person can help drive improvements in conjunction with the QM for BPI
Business process steps are documented and the single source of the truth documentation in SAP Solution Manager is up-to-date
Less time spent on future projects if the business processes are documented accurately and are up to date.
For internal use by CSC only
For internal use by CSC only
KEY PERFORMANCE INDICATOR
The content can be used to fast track other functionality in the SAP Solution Manager, such as business process monitoring, test management, and tool use such as the Solution Documentation Assistant. A clear documentation of all top issues, requirements, and other challenges is available.
Faster issue resolution
© SAP 2009 / Page 1
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Summary: Key Performance Indicators
The key performance indicators for the QM for Business Process Improvement are: BENEFIT
Mapping of top issues, requirements and challenges to the functionality that is provided on a ongoing basis by SAP and non-SAP solutions
Better reporting for upper management so that proper priorities and action plans can be defined
Action plan for the top issues is defined
Better resource planning and defined responsibilities to help drive faster and more thorough resolution
For internal use by CSC only
For internal use by CSC only
KEY PERFORMANCE INDICATOR
© SAP 2009 / Page 1
©SAP AG
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Summary: Reporting Requirements
All identified end-user satisfaction, pain-point, documentation, analysis and issue related KPIs
Status of Q-Gate related exit criteria to project phases
Any challenges or roadblocks to accessing solution documentation, conducting business process analysis or making improvements
For internal use by CSC only
For internal use by CSC only
The reporting requirements of the QM for Business Process Improvement are:
© SAP 2009 / Page 1
©SAP AG
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Summary: Critical Success Factors
Solution documentation is available in Solution Manager and kept up to date
Establishment and tracking of KPIs. KPI examples:
Execution of end-of-month closing should be done under 3 days
Delivery of sales orders within 24 hours
Execution of Payroll under 10 hours
For internal use by CSC only
For internal use by CSC only
The critical success factors of the QM for Business Process Improvement are:
End user satisfaction. This includes the following aspects:
Usability of the business processes
Performance
Availability of business processes and systems
© SAP 2009 / Page 1
©SAP AG
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Summary: Skills
Knowledge of customers SAP solutions as well as holistic understanding of SAP centric solutions
Solid understanding of the business process language spoken by the corresponding business unit as well as the engineering language used by the SAP experts
Broad understanding of SAP and non-SAP technologies (i.e. interface technologies, eSOA, etc)
Good understanding of performance optimization methodologies and tools
Good understanding of SAP Solution Manager and its capabilities
For internal use by CSC only
For internal use by CSC only
The required skills of the QM for Business Process Improvement are:
© SAP 2009 / Page 1
©SAP AG
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Summary: Recommended Training
E2E040 Run SAP End-to-End Solution Operations
E2E300 Business Process Integration & Automation Management
For internal use by CSC only
For internal use by CSC only
The recommended training of the QM for Business Process Improvement are:
© SAP 2009 / Page 1
©SAP AG
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QM for Business Process Improvement Unit Summary
You should now be able to explain the: Principles
of Business Process Improvement (BPI)
For internal use by CSC only
Process for Quality Manager for Business Process Improvement (QM for BPI)
For internal use by CSC only
Operations Required Critical How
tasks for the QM to ensure BPI success factors and key performance indicators for the QM-BPI
to perform a Solution Management Assessment
© SAP 2009 / Page 1
©SAP AG
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Exercise: Assessment of QM for Business Process Improvement
This exercise will assist you in: Determining
where the Quality Manager for Business Process Improvement can fit within the Hopp’n Malt organization
For internal use by CSC only
the benefits, objectives, activities and KPIs of the QM for Business Process Improvement
For internal use by CSC only
Understanding
© SAP 2009 / Page 1
©SAP AG
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Hopp’n Malt Organizational Structure
Hopp’n Malt Organizational Structure
REGIONAL Business Process Champions
IT MANAGEMENT ORGANIZATION Program Manageme nt Office (PMO)
Business Process Operations
Help Desk
IT Program Management Office (PMO) Infrastructure
Applications
For internal use by CSC only
For internal use by CSC only
GLOBAL Business Process Champions
IT Operations
Systems
Development
Basis Mgt.
Functional Analysts
Exception Mgt
Storage Software
Cross-Appl Analysts
Interfaces Mgt.
Network
Training Mgt.
Interfaces
Capacity/ Perf Mgt.
BW
End User Mgt
Test Mgt
Job Mgt.
Change Mgt © SAP 2008
©SAP AG
E2E060
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Unit 5: Quality Manager for Business Process Improvement
Exercise
Unit 5: Quality Manager for Business Process Improvement
At the end of this exercise you will be able to: • Assess which current role in Hopp’n Malt would best facilitate the role of the QM for BPI. What will this QM drive forward and what KPIs would be periodically reported? Finally, create an action plan for integrating this role into your company. In this exercise you will go through the process of reviewing Hopp’n Malt’s organizational structure, the objectives, activities and KPIs of the QM for BPI, and determine how best to integrate this role.
1.
Review the organization chart for Hopp’n Malt. Make any assumptions you like as to what functions are performed in each group (org chart box). Where would the Quality Manager for Business Process Improvement most likely come from? •
2.
3.
___________.
List some of the benefits of having a Business Process Improvement Quality Manager: •
___________.
•
___________.
•
___________.
List the main objectives of the QM for Business Process Improvement: •
___________.
•
___________.
•
___________.
•
___________.
©SAP AG
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For internal use by CSC only
For internal use by CSC only
Topic: The objectives, activities and KPIs of the QM for Business Process Improvement (BPI) are now understood. Now perform an assessment and create action plan for implementing this QM role in Hopp’n Malt.
4.
List the main activities that this QM will perform: •
___________.
•
___________.
•
___________.
•
___________.
•
___________.
For internal use by CSC only
For internal use by CSC only
©SAP AG
E2E060
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nt Solution
Unit 5: Quality Manager for Business Process Improveme
Unit 5: Quality Manager for Business Process Improvement
At the end of this exercise you will be able to: • Assess which current role in Hopp’n Malt would best facilitate the role of the QM for BPI. What will this QM drive forward and what KPIs would be periodically reported? Finally, create an action plan for integrating this role into your company. n this exercise you will go through the process of reviewing Hopp’n Malt’s organizational structure, the objectives, activities and KPIs of the QM for BPI, and determine how best to integrate this role.
1.
Review the organization chart for Hopp’n Malt. Make any assumptions you like as to what functions are performed in each group (org chart box). Where would the Quality Manager for Business Process Improvement most likely come from? • From the Program Mgt Office or the Applications organization, or a Business Process Champion or someone from Business Process Operations.
2.
List some of the benefits of having a Business Process Improvement Quality Manager: • Increased satisfaction of business processes champions and end-users • Improved operability of the SAP solution • Improved performance of the core business processes
3.
List the main objectives of the QM for Business Process Improvement: • Understand the business unit’s requirements and service level agreements with the customers (internal and external customers • Understand the business processes across SAP and non-SAP components, including the interfaces • Understand the technologies used to implement the business processes
©SAP AG
E2E060
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For internal use by CSC only
For internal use by CSC only
Topic: The objectives, activities and KPIs of the QM for Business Process Improvement (BPI) are now understood. Now perform an assessment and create action plan for implementing this QM role in Hopp’n Malt.
• Facilitate the process of identifying potential for improvements with the business process champions, SAP and the other parties involved. • Define a plan to implement improvements • Monitor and validate the implementation of the improvements 4.
List the main activities that this QM will perform:
• Identify risks and their business impact, such as volume or time constraints
For internal use by CSC only
For internal use by CSC only
• Identify the business requirements of the core business processes and if they still meet the demands of the business • Identify possible improvements to the current business processes • Ensure that documentation of the core business processes is being kept up to date • Ensure proper KPIs and monitoring objects for Business Process Operations • Periodically report to a QM-Lead or upper management.
©SAP AG
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SAP Customer Center of Expertise E2E060 Customer COE E2E060 SAP Customer Center of Expertise 06
- Implementing SAP Quality Management
For internal use by CSC only
For internal use by CSC only
Customer Center of Expertise Summary
© SAP 2008
©SAP AG
E2E060
6-1
SAP Customer Center of Expertise - From Awareness to Action
SAP has compiled best practices for E2E Solution Operations based on experience from supporting customers for over three decades SAP is aware of customer pain points Change Management Requirements
Transparency on Processes & Apps
Solution Updates Optimize
Problem analysis
For internal use by CSC only
Build & Test
Operate
Monitoring
Deploy
Innovation Management Integration Testing Integration Validation
For internal use by CSC only
Incident Management
Design
Application Management
Pain points are addressed by best practices: SAP Standards for E2E Solution Operations
Software logistics
Quality Managers establish the Customer COE and leverage Run SAP
Implementation methodology for E2E Solution Operations: Run SAP Assessment & Scoping
Setup Operations
Design Operations
Operations & Optimization
Handover into Production
End to End Solution Operations
© SAP 2008 2009 / Page 1
What is a “single source of truth”? - Leading system and QM organization provide the official or actual source of truth.
©SAP AG
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Customer Center of Expertise Lifecycle Management System SAP Solution Manager Roadmap, Blueprint and Implementation Testing E-Learning Management
Template Development
Implementation Content
Business Processes
SAP ERP
IMPLEMENT OPERATE Business Process
S
n tio u l o For internal use by CSC only
For internal use by CSC only
Solution Monitoring
Upgrade
ts jec o Pr
BPR
Service Delivery
OPTIMIZE
Documentation
Solution Directory
Systems
SAP CRM
SAP APO
Other
© SAP 2009 / Page 1
Solution directory transaction is SOLMAN_DIRECTORY. •
Contains technical and functional information and documentation for a solution landscape, such as the production landscape systems and business processes
©SAP AG
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QM for Business Continuity Managing Solution Operations Standards
Remote supportability
Run SAP
Incident management
Application mgt. platform
E2E Root cause analysis
Root cause analysis Change request management
SAP Solution Manager
Other tools
Minimum documentation
Methodology
Change management
Change control management
For internal use by CSC only
For internal use by CSC only
Business process & interface monitoring System monitoring Job scheduling management
Business process monitoring
Data volume management Transactional consistency Data integrity Exception handling Upgrade
Upgrade and enterprise SOA
Enterprise SOA readiness System administration © SAP 2008 2009 / Page 1
©SAP AG
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Customer COE Organization Relevant Functions and Scope QM for Safeguarding Integration Validation
QM for Business Process Improvement Solution Management Assessment
Solution Documentation Safeguard implementations
& deployments Test Management
BUSINESS Global Business Process Champion Regional Business Process Champion
End User, Key User
Program Management Office (PMO)
QM for Business Continuity Remote
Application Management QUALITY MANAGEMENT Integrated Q-Management, Single Source of Truth Custom Development
QM for Protection of Investment Modification Clearance Custom Code Maintainability Enhancement Packages Change Request Mgt
Business Process Operation
SAP Technical Operations
Analysis System
Administration System
Monitoring Data
Consistency Mgt. Incident Mgt.
IT Infrastructure
IT QM for Business Continuity Change Control Mgt Business Process and
Interface Monitoring & Exception Handling Data Volume Management Job Scheduling Management
© SAP 2009 / Page 1
KEY MESSAGE: The advanced certification of a Customer COE organization is comprehensive in scope and includes an assessment of the skills the team possesses for executing integrated quality management and the continuous improvement of SAP solution operations.
©SAP AG
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For internal use by CSC only
For internal use by CSC only
Supportability Root Cause
Single Source of Truth Integrated Quality Management
Establishing a Single Source of Truth Example of Quality Manager Interaction
Business Continuity Maintenance of SAP solutions
Optimize Business Benefit QM for Business Process Improvement Accelerate Innovation QM for Protection of Investment Q-Gate
Requirements
Documentation of Solution incl.custom code Q-Gate
Improvements of solutions Upgrade
Optimize
For internal use by CSC only
Build & Test
Operate
Solution Configuration Test Management
Business Process Operations Incident & Problem Management
Innovation Management Safeguarding Implementations & Deployments Q-Gate QM for Safeguarding Integration Validation
For internal use by CSC only
Q-Gate
SAP Technical Operations
Design Application Management
Q-Gate
Deploy
IT Reporting
Q-Gate
Deployment of solution updates
Business Configuration
Reduce Total Cost of operation QM for Business Continuity
© SAP 2008 / Page 1
“Single Source of the Truth” is a structured, comprehensive, unified and reliable collection of information about all projects in progress and the state of the productive SAP solution which in turn provides the basis for informed and fact-based customer decisions and actions during the complete solution life-cycle. To establish the Single Source of Truth, customer needs to: •
identify which business requirements have priority to be fulfilled
•
map these business requirements to SAP functionality and processes
•
check if the SAP solution fulfill the technical requirements for the EhP installation
•
blueprint, configure and test the processes to be implemented or improved
•
define the automation of these processes if possible
•
define business and technical KPI’s and set up an appropriate monitoring of these KPIs
The SAP Solution Configuration Standard and the SAP IT SAM Standard are key tasks for the Customer Center of Expertise (Customer COE) – SAP’s new model for the organization and scope of a customer’s support organization. Whereas a classical CCC focused mainly on reactive support tasks and was thus deeply embedded in a customer’s IT organization, a Customer COE is actively driving accelerated innovation for the customer’s business units, i.e. the Customer CoE focuses on upgrades, implementation of new scenarios and usage of Enhancement Packages (EhPs). This presupposes that a single source of the truth is established in the customer’s SAP Solution Manager.
The Business Configuration Standard as well as the ITSAM Standard are perfectly aligned with the organizational model which forms the basis of the existing E2E Solution Operations Standards. The following graphic indicates that the Configuration Standard involves the global as well as the local business process champions and the Application Management teams; the ITSAM Standard is handled mainly by the Application management team.
©SAP AG
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Customer COE Quality Manager Lead
Responsible for Quality Management of: QM
frameworks for all four QM Quality Gates, reporting, KPIs
Standardization
for all Quality Management areas
Ensuring highest quality service levels across the Application Management organization
Developing and rolling out of Quality Standards and
For internal use by CSC only
Company-wide
For internal use by CSC only
Quality Templates (global) reporting on Quality Optimize
Progress using facts and numbers
Requirements
Build
Test
Deploy
Design
Successes and achievement
Value and cost savings (qualitative, Quantitative)
Top issues and roadblocks
Ensure
C-Level KPI Reporting
© SAP 2009 / Page 1
©SAP AG
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6-7
Quality Manager for Safeguarding Integration Validation Additional KPIs to be reported monthly
Responsible for Quality Management of:
Test Management Reporting
Test Management Verifying a schedule of testing with regards to the project
plan Review test environment
Incident reporting Top Issue reporting (incl. action plan for resolution) Q-Gate Status for critical deployments
Evaluates the test results
QM’s Value to Customer Solution Documentation
“Bug free” production meaning less incident
Ensure business process/interface, project and system
Test automation leads to high test quality while reducing
workload for testers
Safeguarding Critical Deployments
For internal use by CSC only
For internal use by CSC only
landscape documentation is entered in Solution Manager
Test cases re-usage
Implementation Projects
Golive of Implementation and Upgrade projects on time and
Integration Test Plans
on budget!
Business Processes and System Landscape The QM is able to identify all those business process steps
and interfaces Top issue management within the issue management of the
SAP Solution Manager. This top issue, then, contains an action plan for Integration Validation Utilizing the “Integration Validation Process”
© SAP 2009 / Page 1
©SAP AG
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6-8
Quality Manager for Protection of Investment
Responsible for Quality Management of:
Additional KPIs to be reported monthly
Upgrade and System Maintenance Ensure upgrade plans for all SAP Systems to stay on “near-
current” versions (min 1 year old) of support packs / EHPs Prevent old releases reaching extended or out-of
Custom
code requests per application
Number
of incidents related to known SAP bugs
System
landscape & Business Processes documented
maintenance status Enable quarterly company-wide system maintenance
Change Management
QM’s Value to Customer Avoid
any unplanned downtime of production systems
Reduced
Ensure standardized change request, change management,
and transport procedures independent of programming language (ABAP, J2EE)
Eliminate error-prone manual procedures
Comply to SOX
Any
reduced LoC saves additional Customermaintenance cost
Standardized Incident Management Resolution times and defining action plans
Lower upgrade cost, less conflicts, reduced upgrade time, …
Dev-Requests only with Business justification
Reduction of Custom Code Replacing custom code with SAP standard solutions within
new EhPs
system outage due to inconsistencies
For internal use by CSC only
For internal use by CSC only
windows to optimize releases, patch-levels, supportpack & EhP levels, kernel patches.
Newest
release provides biggest value to Business with newest functionality
© SAP 2009 / Page 1
©SAP AG
E2E060
6-9
Quality Manager for Business Continuity
Responsible for Quality Management of:
Additional KPIs to be reported monthly IT
Analytics and Health Checks (System Monitoring)
Solution Operation Processes & Tools System Monitoring & System Administration Provide pro-active solution reporting using EarlyWatch
Alert and tracks follow-up actions Root Cause Analysis
Planned
and unplanned downtime outages (systems, applications & interfaces)
Report
data storage usage and the effect of archiving or other strategies
Provide standards for RCA execution – Tools
QM’s Value to Customer
– Documentation Provide IT Reporting, Analytics, and Health checks
Reduced
including action plans / follow-ups Data Volume Management
For internal use by CSC only
For internal use by CSC only
– Methodologies
time-to-resolution of critical issues
High
end-user satisfaction through high system performance
Data growth monitoring, strategy selection
methodology, archiving procedures and reporting KPIs agreed and in operation Job Scheduling Provide operational guidelines for job control,
exception handling, and re-start procedures
Reduced
cost through reduced data volumes
Business
availability through background job management
Empowerment
Ensuring the monitor of critical jobs
drives higher IT-Support-employee
satisfaction
Implementation/Upgrade Tools Introducing the use of Solution Manager Roadmaps
(I.E. RunSAP, Upgrades) for conducting projects © SAP 2009 / Page 1
©SAP AG
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Quality Manager for Business Process Improvement Additional KPIs to be reported monthly
Responsible for Quality Management of:
Per identified mission-critical Business Processes
Business Process Improvements
Business Process Performance
Define improvement potentials of all business processes
across SAP and non-SAP components (including interfaces) Align and report the process of identifying potential for
improvements with the business process champions, SAP, and other parties involved
Exceptions identified
Avoid costly data clean-up caused by data inconsistencies
interventions into the scope
Reduce cost through highly optimized business processes
Validate the improvements in terms of performance and
Increased end user satisfaction through faster and more
other savings
reliable Business Processes Avoid costly potential business disruptions through Business
SLA Definitions Align (define) and report the business unit’s requirements
and service level agreements with the customers (internal
Process Monitoring Closing gaps between application management vision and
as-is situation
© SAP 2009 / Page 1
©SAP AG
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For internal use by CSC only
For internal use by CSC only
Data inconsistencies identified
QM’s Value to Customer
Include also non-SAP applications and/or manual
and external customers)
Business Process Availability
Quality Management Q-Gates Optimize Build
Test
Deploy
Requirements Extend Solution SAP Updates
Design to Build
Custom Dev. Partner solutions
Functional and technical feasibility
Prepare Solution Operations Solution Docu Enablement of
Build to Test
Execution of Functional and User Acceptance Tests
Test to Deploy Data Consistency Q-GATE: “Test-to-Deploy” Checks - Test Management - Change Management Performance Tests - Integration Validation
Standards for Q-GATE: “Build to Test” Solution - Solution Configuration Operations Prepare Tests Test Scope
Identification Test Requirements Test System Setup Test Planning
Q Gate
Q-GATE: “Deploy & Operate” - Incident Management - Solution Monitoring
Transports in Cycles
Final Transport
Handover to Production
Collaboration and Project Controlling © SAP 2009 / Page 1
©SAP AG
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For internal use by CSC only
For internal use by CSC only
Unit Tests Functional and Q-GATE: “Design-to-Build” technical - Solution Documentation blueprint
Q Gate
Incident & Problem Mgmt. and Root Cause Analysis
Requirements from business Departments
Q Gate
Incident & Problem Mgmt. and Root Cause Analysis
Design
Certification of Customer COE Organization Requirements for Advanced Certification Focus The focus of the advanced certification is integrated quality management
and operational excellence based on the Run SAP methodology.
Scope Audit validates licensee’s SAP solution operations in accordance with SAP
For internal use by CSC only
Relevant Functions Fulfillment and validation of Integrated Quality Management for: Safeguarding Integration Validation implementations and major
Advanced Certification
deployments Business Continuity – End-to-End Change Control – End-to-End Root Cause Analysis – End-to-End Business Process Integration & Automation
Management Business Process Improvement Protection of investment SAP reserves right to update certification requirements. © SAP 2009 / Page 1
KEY MESSAGE: The advanced certification of a Customer COE organization covers a broader scope of SAP solution operations.
NOTES: This certification validates that the Customer COE team has mastered the use of key functions, processes, roles, skills, and use of tools based on SAP standards for solution operations and the Run SAP methodology.
For further information, refer to: •
http://service.sap.com/coe Æ Customer COE Program Æ Advanced Certification
©SAP AG
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For internal use by CSC only
standards and methodologies: RUN SAP methodology SAP Standards for Solution Operation Customer schedules certification / re-certification with SAP A valid primary certificate must be held by the Customer COE for all installations for the customer or customer group.
Thank You!
Questions
For internal use by CSC only
For internal use by CSC only
Send your questions also to:
[email protected]
© SAP 2009 / Page 1
©SAP AG
E2E060
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