SAP Implementation Methodology
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SAP Implementation Methodology
© Copyright IBM Corporation 2005
SAP Implementation Methodology Phases Project Preparation
Business Blueprint
Realization
Final Preparation
Go Live and Support
P1
P1
P1
D3 P2
ACME Ta iwan
D2 Se miconduc tor Manufactur er
Supplier’s Supplier
S1
D2 Se mic onduc tor Dist ributor
Cus tomers
S1 ACME La ptop Pr oduction (San J ose)
P3
M4 ACME La ptop Pr oduction (S an J ose)
ACME
P4
D1 ACME La ptop Distribution (San Jos e)
P2
S1
P4
D1
La ptop Dist ributor
C ustome rs
P2
S1
D1 Laptop Retailer
Cus tomer’s C ustome r
SAP Business Infor ma tion Warehouse
SAP Advanced Planner & Optimizer
Peop le Learning Op portunities
Processes Inn ovation Strategy
Pro ducts Indu stry P rac tice s Implem entation s
Non-R/3
R/3
Non R/3
R/3
© Copyright IBM Corporation 2005
SAP Implementation (Ascendant Methodology)
Program Management Business
Project Business Evaluation Preparation Blueprint
Final Go Live Realization Preparation and Support
Organization Sustain Application
Architecture
Operations
© Copyright IBM Corporation 2005
Phase 1 – Project Preparation Objective:
Sustain
Go Live and Support
Final Preparation
Realization
Business Blueprint
Set customer and SAP team expectations Establish Technical Infrastructure
Program Management
Project Preparation
Perform detailed project planning & scoping, establish the project team.
Business Organization Application Architecture Operations
Activities
Key Deliverables/Results
Create Project Charter
Project Charter
Refine Project Team Organization
Project Team Organization Structure
Develop Blueprint Project Plan
Milestone Plan
Install SAP Software (Sandbox Environment)
Detail Blueprint Plan
Define Project Standards, Methodologies, Tools
Initial Stakeholder Assessment Complete
Prepare SAP trainings
Project Risks and Critical Success Factors
Prepare Methodology training
Program Methods, Standards, Procedures, and Tools
Conduct Kick-Off
Sandbox Environment Installed
Kick-off presentation developed
Training materials
Phase 1: Project Preparation © Copyright IBM Corporation 2005
Deliverables
Project Charter
Implementation Strategy Project Team Org.
Project Standards
Customer Team Members
Project Implementation Standards
Preparation
Initial Workplan
Technical Environment
Project Scope Project Training Plan
Project Environment
Project Plan
Phase 1: Project Preparation © Copyright IBM Corporation 2005
Work Step Flow Obtain Contractual Agreement
Define Project Charter
Debrief Project Management
Refine Implement. Strategy
Develop Project Plan
Develop Develop Project Plan Training Plan
Set Up Work Environment
Organize Project Team
Project Kickoff
Technical Define Project/ Implementation Define System Requirements Landscape Planning Standards
Quality Check
© Copyright IBM Corporation 2005
Phase 2 – Business Blueprint Objective:
Activities
Sustain
Go Live and Support
Final Preparation
Realization
Business Blueprint
Identify specific customer improvement opportunities and Strategy
Project Preparation
Create a detailed description of your business process requirements
Program Management Business Organization Application Architecture Operations
Key Deliverables/Results
•
Conduct SAP Training
Business Process Requirements
•
Conduct Methodology Training
Functional Specifications
•
Conduct Workshops
Business Process Procedures
•
Define Processes and Requirements
Stakeholder map and communication plan
•
Perform GAP Analysis and Resolution
Approaches for remaining phases
•
Specify Development Requirements for Reports, Interfaces, Enhancements
Business Process Master List
•
Write Business Process Procedures
•
Change Management
•
Install Development Environment
RICE List • Reporting Lists • Interface Lists • Conversion Lists • Enhancements Lists
•
Develop approaches
Process Impacts
•
Build Detailed plan for Realization
Preliminary Sandbox Configuration
•
Proof of Concept prototyping
Detailed Project plan
Phase 2: Business Blueprint © Copyright IBM Corporation 2005
Deliverables
System Administration Procedures
Status Reports
Perform Benchmark
Technical Design
Perform Process Modeling Perform Competitive Analysis
Business
Develop Baseline Models
Blueprint
Define Techniques
Identify Gaps
Map Solution Products
Define Approach Categorize Requiremen ts
Development Environment
Phase 2: Business Blueprint © Copyright IBM Corporation 2005
Work Step Flow
Business Blueprint Planning
Project Team Training
Define Global Requirements
Develop System Environment
Define Strategic Blueprint
Develop Business Org Structure
Define Landscape Design
Develop System Environment
Establish Process Categorization Prepare Business Workshops
Final Business Process Definition
Quality Check
Phase 2: Business Blueprint © Copyright IBM Corporation 2005
Business Blueprint Phase: Major Tasks Project Management Business Blueprint Phase Phase Start Up Project Management and On-Going Project Management Prepare Detailed blueprint phase plan including major milestones, deliverables submissions and signoff dates Project Governance meetings Clearly identify project sponsor, Steering Committee members and establish Program Management Office members
Project Team Training (Focused on Core Team Training on SAP Boot camp) Prepare training material Define timeline and provide training to the Core Team members on SAP bootcamp trainings, Project Management Review and assess post training skills
Develop System Environment
Design of system landscape Setup of Sandbox environment and Install Initial Hardware Install and Configure Sandbox system client Maintain system administration procedures Set up other system environments like Document storage (Documentum, Lotus Notes, Ascendant, Solution Manager etc)
Contd…
Phase 2: Business Blueprint © Copyright IBM Corporation 2005
Business Blueprint Phase: Major Tasks Conduct Business Process Workshops Schedule and Conduct Requirement Gathering Workshops Understanding of current processes, best practices, client requirements Develop CSF/KPIs based on business case
Business Organization Structure Schedule and Conduct Organization Structure Workshops Recommend and Approve Organization Structure
Business Process Definition Preparation of Swimlanes and Process Decomposition Define Global Requirements Parameters Define Business Processes (BPPs, PDDs) and Identify Gaps Define Business Processes Unique to Client
Quality Check Business Blueprint Phase Conduct Quality Check Signoff Business Blueprint
Phase 2: Business Blueprint © Copyright IBM Corporation 2005
Best Practices and Lessons Learnt Change Management: Not an IT initiative, but Business driven transformation initiative Top Management Commitment and Constant communication (periodic newsletters, all hands meetings) Change management process must be well defined and meticulously followed Project Culture (Logo, Theme and Vision)
The Team: Identify Business Process Owners and Business Activity Owners who have solid business experience and have credibility within the company. They have to own the To-Be process and should walk the talk Clear roles and responsibilities of Core Client Team and Consultants Team Core team members should be relieved off from their previous organizational responsibilities, and should be fully dedicated to the implementation activities
Contd..
Phase 2: Business Blueprint © Copyright IBM Corporation 2005
Best Practices and Lessons Learnt Documentation: Document what you do, do what you document ! Each and every information provided by process owners and business experts must be documented everyday and it should be validated as a part of MOMs to avoid confusion at a later stage
Focus on Integration: Identify Integration Manager to ensure process integration and process coordination Usage of RACI charts (Responsible, Accountable, Consulted, Informed) to make teams clearly accountable for integration of major business process flows and data elements Think beyond organization boundary – collaborate with your key customers and suppliers while developing the integrated solution
Contd..
Phase 2: Business Blueprint © Copyright IBM Corporation 2005
Best Practices and Lessons Learnt
Business Solutions for the future: To-Be process is finalized in this stage Ensure that project is NOT about automating the As-Is process To-Be Process Design should try to leverage standard SAP as much as possible Timely Business Decision is the key. Trade-off between Nice to Have and Good enough solutions Effective Scope Management and decision on business benefits-cost Solution to align with Business Case, CSF/KPI objectives Ensure that three key levers (People, Process and Technology) are aligned. All along, aim for constant buy-in from all stakeholders
Phase 2: Business Blueprint © Copyright IBM Corporation 2005
Business Blueprint Phase: Summary Business Evaluation
Project Preparation
Business Blueprint
Realization
Final Preparation
Go Live and Support
Sustain
Organization Application Architecture Operations
Phase 2 - Business Blueprint documents the client’s business process requirements and create the “Business Blueprint”
The organizational structure of the future enterprise is defined and mapped to SAP organizational units
The R/3 Reference Model is used to decompose the client’s business processes, map these to SAP functionality and identify gaps
Business Process Procedures (BPPs) facilitate integration testing and also accelerate the development of training and end-user support manuals
The technical environment for the development and production systems are
planned and tested
© Copyright IBM Corporation 2005
Phase 3 – Realization Objective: Sustain
Go Live and Support
Final Preparation
Realization
Business Blueprint
Configure and validate baseline and final models
Project Preparation
Transform the Blueprint requirements into an approved GLOBAL working system.
Program Management Business Organization Application Architecture Operations
Activities
Key Deliverables/Results
Baseline and Final (Gold) Configuration Cycles
Configured SAP System
Functional Specifications Finalisation
Unit and Integration Test Plan
Detail Definition of Development
Refined Security Profiles and Authorizations Definition
Business Process Procedures
Design and Code
Technical Unit Test Planning and Execution
Write BPPs
Learning Kits
Conversion Planning
Finalized and Tested Development Objects
Functional Specification Data conversion
Knowledge Transfer Assessment
Perform Role Design
Completed Test scripts
Create Security Authorizations
Business Process Master List (BPML)
Test Planning and Conduct Global Testing
Develop detailed Roll-out Plan
Knowledge Transfer
Phase 3: Realization © Copyright IBM Corporation 2005
Deliverables
Model specification Plans
Configure Models
Functional Gap Resolution
User Training Configuration Workshops
Realization Prepare User Documentation
Conversion Programs
Final Integration Testing
Interface Programs Develop Reports
Phase 3: Realization © Copyright IBM Corporation 2005
Work Step Flow Develop Conversion programs Conduct Realization Workshops
Realization Planning
Develop Interfaces
Baseline Model Model Settings and Network
Develop Plans for Model Specification
Baseline Business Process
System Management
Final Business Process Confirmation Develop Enhancements Develop EndUser Documentation Establish Authorizations Create Reports
Final Integration Test
Phase 3: Realization © Copyright IBM Corporation 2005
Work Packages in Realization phase with timeframe
Phase 3: Realization © Copyright IBM Corporation 2005
Milestones of the Realization Phase The R/3 system is configured and tested. The Conversion programs are developed and tested. Data extraction and cleaning is completed. Bolt-on configuration and enablers (such as user exits and add-ons) are tested. Application interface programs are developed and tested. Enhancements are done and tested. Reports are developed and tested. Layout sets are developed and tested. System integration testing is completed. Security profiles are developed. Core / End-user training material is developed.
Phase 3: Realization © Copyright IBM Corporation 2005
Test methodologies – Realization Phase Unit Test Scenario Test. Development and Unit Test Integration Test Regression Test Stress and Volume test User acceptance test Security test
© Copyright IBM Corporation 2005
Phase 4 – Final Preparation
Activities
Sustain
Go Live and Support
Final Preparation
Realization
Prepare for “live” solution implementation Anticipate and plan for contingencies
Business Blueprint
Objective:
Project Preparation
Program Management Business Organization Application Architecture Operations
Key Deliverables/Results
Identify and Design Local Processes/Gaps
Finalized and Tested Development Objects
Finalize Realization activities for local Gaps
Cut Over Plan
Conduct Unit/Integration Tests
Organization Change Readiness Assessment
Execute Change Plan
Production Readiness Review
Prepare data
Contingency Plan
Test Data Conversion Routines
End-User Training
Refine Legacy Retirement Plan
Conversion Check List
Refine Go Live Checklist
Legacy Retirement Plan
Refine Production Support Plan
All data available for Go-live
Prepare and Conduct End User Training
Go Live Approval
Obtain Final Cut Over Approval
Completed Local Test scripts
Review Value Realization
Phase 4: Final Preparation © Copyright IBM Corporation 2005
Deliverables
4
3 End User Training
System Tests
Final Preparation Cut Over
Refine Cut Over Plan
Refine Production Support Plan
Phase 4: Final Preparation © Copyright IBM Corporation 2005
Work Step Flow
Deliver User Training
Perform System Tests
Refine Cut Over Plan
Perform Cut Over
Yes Approval Go Live?
No
Go Live
Phase 4: Final Preparation © Copyright IBM Corporation 2005
Cutover Planning The cutover plan refines the Transition Plan’s strategies and decisions and specifies the details to execute a cutover to a live environment. The Cutover Plan is a detailed schedule of tasks that are required to convert legacy systems to the Modernized Services. This schedule identifies tasks, task dependencies, level of effort (hours), and resources assigned. There are separate Cutover Plans for each deployment. A Cut Over Plan ensures that plan for addressing issues during and immediately after the system cutover is well-defined and communicated to the IT team. Cut over planning determines proper cut over plan, pilot, strategy for data management, conversion support, ownership and responsibilities. Deliverables for a cut over plan are Migration /Conversion Plan, Support Requirements and Conversion Documents .
© Copyright IBM Corporation 2005
Cutover Planning In short the cutover plan covers the following activities: a)Review Migration /conversion planning and timing b)Create checklist c)Determine production readiness d)Contingency Plan e)Approve cutover f) Establish helpdesk g)Reorganize team for production support h)Define long term production support strategy
© Copyright IBM Corporation 2005
Phase 5 – Go Live and Support
Sustain
Go Live and Support
Final Preparation
Realization
Transition from a Quality environment to a live, stable, Productive operation
Business Blueprint
Objective:
Project Preparation
Program Management Business Organization Application Architecture Operations
Activities •
Execute data entry and upload in Production environment
•
Resolve issues
•
Validate Business Process Results
•
Conduct Post Implementation Project Review
•
Benefits Measurement
Key Deliverables/Results •
Production Systems Environment
•
Production Capable End Users
•
Value Realization Analysis
•
Post Implementation Project Review
Phase 5: Go Live and Support © Copyright IBM Corporation 2005
Deliverables
Issue Management
Monitor Transactions
Go Live and Support Project Review
Confirm Live Environment
Phase 5: Go Live and Support © Copyright IBM Corporation 2005
Work Step Flow Monitor Weekly Transactions
Go Live
Confirm Go Live Environment
Monitor Monthly Transactions
Manage Manage Problem Problem Resolution Resolution
Review Business Benefits
Project Signoff and Continuous Improvement
© Copyright IBM Corporation 2005
Phase 6 – Sustain
Sustain
Go Live and Support
Final Preparation
Realization
Business Blueprint
Help ensure that there is a framework in place to sustain and improve the performance of the system after go-live
Project Preparation
Program Management
Objective:
Business Organization Application Architecture Operations
Activities •
Provide Help-Desk
•
Execute Daily Operation Support and Administration
•
Execute Ongoing Security Administration
Key Deliverables/Results •
SAP Center of Excellence (COE) operational
© Copyright IBM Corporation 2005
Summary
A process-oriented... Step-by-step guide... Linking strategic vision... And business opportunities… with software enablers...
. . . to drive successful ERP implementations
Roles & Responsibilities
Project Team
© Copyright IBM Corporation 2005
Project Team – Roles & Responsibilities Application Consultant Authorization Administrator Business Process Owner Organizational Change Management (OCM) Expert Program/Project Manager
Programmer/Developer SAP Reviewer System Administrator Technical Consultant Technical Team Member Training and Documentation Project Manager/Lead
© Copyright IBM Corporation 2005
Application Consultant – Skill Profile C om pu tin g S kills /K n ow led g e
m y SA P.co m W o rkp la c e
A d va nc ed
D a tab as e kn o w -h o w
m yS A P .c o m C o m p on en ts
N etw o rk tec h no lo g y
S A P (P ro du ct) K no w le d g e
P ro fic ie nt
P ro g ra m m in g la n gu a g e(s )
m yS A P .c o m c o re O p e ra tin g s ys te m (s )
B a s ic
(S AP ) In te rfa c e e x pe rien c e A c c ele rated S A P
None
T e stin g ex perien c e
B a sic
B a s ic
ABAP In tern et tec h no lo g y
P ro fic ie n t
P ro fic ie n t
A d va nc ed
A d v a nc e d
Q u a lity m an ag e m en t e x p erie nc e
P ro jec t m a n a ge m e n t ex p erie n c e
C h a ng e m a na g e m e nt e x p e rien ce T rain ing e x pe rien ce
In du stry ex p e rie n c e
B u s in es s c o n su ltin g kn o w le d g e
G en era l K n o w ledg e/E xpe rienc e
© Copyright IBM Corporation 2005
Authorization Administrator – Skills Profile C o m pu ting S k ills/K no w led ge
m y S A P.co m W orkp lace
A d vanced
D atabase kn o w -ho w
m y SA P.com C om p o nen ts
N etw o rk te ch no lo g y
S A P (P rod u ct) K n o w led ge
P roficient
P ro gram m in g lan g uag e (s)
m y S A P.co m co re O p erating system (s )
B asic
(S A P ) Interface exp erien c e A cce lerated S A P
N o ne
Testing exp erien c e
B asic
B asic
AB AP Intern et tec hn o lo gy
Proficient
P roficient
A dvanced
A dvan ced
Q u ality m anag e m en t e xperience
P roject m a nagem ent exp erien ce
C h a ng e m an a gem en t exp erien c e
T rain in g exp erien c e
Ind u stry exp erien ce
B u s in ess co nsultin g kn ow led ge
G en eral K n ow ledg e/E xpe rien ce
© Copyright IBM Corporation 2005
Business Process Owner – Skill Profile C o m p u tin g S k ills /K n o w le d g e
m y S A P .co m W o rk p lac e
A dvan ced
D a tab as e kn o w -h o w
m y S A P .co m C o m p o n en ts
N e tw o rk te ch n o lo g y
S A P (P ro d u ct) K n o w le d g e
P ro fic ie n t
P ro g ram m in g la n g u a g e (s)
m y S A P .co m co re O p eratin g s ys te m s
B a s ic
(S A P ) In terfac e ex p e rien ce A c ce le ra ted S A P
N one
T e stin g ex p e rien ce
B a s ic
B a s ic
ABAP In tern e t tec h n o lo g y
P ro fic ie n t
P ro fic ie n t
A dvan ced
A dvan ced
Q u ality m an ag e m e n t ex p e rien c e C h an g e m an ag e m e n t ex p e rien ce
P ro je ct m a n a g em en t e xp erien ce
T rain in g ex p e rien ce
In d u stry e xp erie n c e
G e n e ra l K n ow le d g e
B u sin e ss c o n su ltin g kn o w le d g e
© Copyright IBM Corporation 2005
OCM Expert – Skills Profile C om puting S kills/K now ledge
m yS A P .co m W orkp lace
A d van ced
D atab ase kn o w -h ow
m yS A P .co m C o m p o n ents
N etw o rk tech n olog y
S A P (P roduct) K now ledg e
P ro ficient
P ro g ram m ing lan g u ag e(s)
m yS A P .co m co re O p eratin g system (s)
B asic
(S A P ) In terface exp erien ce A cceleratedS A P
None
T estin g exp erien ce
B asic
B asic
ABAP In tern et tech n o lo g y
P ro ficient
P ro ficient
A d van ced
A d van ced
Q u ality m an ag em en t exp erien ce
Pro ject m an ag em en t experien ce
C h ang e m an ag em ent exp erien ce T rain in g exp erien ce
In d u stry experien ce
B u sin ess con su ltin g kn o w led g e
G eneral K now ledge/Experien ce
© Copyright IBM Corporation 2005
Program/Project Manager – Skills Profile C o m p u tin g S k ills /K n o w le d g e
m y S A P .co m W o rk p lac e
A d v an ce d
D a tab as e kn o w -h o w
m y S A P .co m C o m p o n en ts
N e tw o rk te ch n o lo g y
S A P (P ro d u ct) K n o w le d g e
P ro ficien t
P ro g ram m in g la n g u a g e (s)
m y S A P .co m co re O p eratin g s ys te m s
B a sic
(S A P ) In terfac e ex p e rien ce A c ce le ra ted S A P
None
T e stin g ex p e rien ce
B as ic
B a sic
ABAP In tern e t tec h n o lo g y
P ro ficien t
P ro fic ie n t
A d va n ce d
A d va n ced
Q u ality m an ag e m e n t ex p e rien c e C h an g e m an ag e m e n t ex p e rien ce
P ro je ct m a n a g em en t e xp erien ce
T rain in g ex p e rien ce
In d u stry e xp erie n c e
G e n e ra l K n ow le d g e
B u sin e ss c o n su ltin g kn o w le d g e
© Copyright IBM Corporation 2005
Programmer/Developer – Skills Profile C o m p u tin g S k ills /K n o w le d g e
m yS A P .c o m W o rkp lac e
A dvanced
D atab ase kn o w -h o w
m yS A P .c o m C om p on en ts
N etw o rk te ch no log y
S A P (P ro d u c t) K n o w le d g e
P ro fic ie n t
P ro g ra m m in g lan gu ag e(s)
m yS A P .c o m c ore O p e rating sy stem s
B a s ic
(S A P ) In te rfa ce ex pe rien ce A cc eleratedS A P
None
T esting ex p e rien ce
B a s ic
B a s ic
ABAP In tern e t tech n o lo g y
P ro fic ie n t
P ro fic ie n t
A dvanced
A dvanced
Q u a lity m an ag em en t e xp erie nc e C h a n g e m a nag em e n t ex pe rien ce
P ro jec t m a n a g em e nt ex p e rien ce
T rain in g ex p e rien ce
In du stry ex pe rien ce
G e n e ra l K n o w le d g e
B us ine ss c o n su ltin g k no w led ge
© Copyright IBM Corporation 2005
SAP Reviewer – Skills Profile C o m pu ting S k ills /K n o w le dg e
m y S A P .co m W o rk p lac e
A dv an c ed
D a tab a se kn o w -h o w
m yS A P .c o m C o m p o n en ts
N etw o rk tech n o lo g y
S A P (P rod u ct) K n ow led ge
P ro ficie n t
P ro g ram m in g lan g u ag e(s )
m yS A P .co m co re O p eratin g sy ste m s
B asic
(S A P ) In te rface ex p erie n c e A c celera ted S A P
N on e
T estin g exp erien ce
B asic
B asic
ABAP In te rn e t tec h n o lo g y
P ro ficie n t
P ro ficie n t
A dv an c ed
A dv an c ed
Q u ality m a n ag em en t exp e rien ce
P ro jec t m an a g e m e n t e xp erien ce
C h a n g e m an a g e m e n t ex p erie n c e
T rain in g exp erien ce
In d u stry ex p erie n ce
B u sin ess c o n s u ltin g k n o w le d g e
G e ne ra l K no w le dg e /E xp erie n ce
© Copyright IBM Corporation 2005
System Administrator – Skills Profile A dv an ced
D atab ase kn o w -h o w
C o m pu tin g S k ills
m yS A P.co m w orkp lace m yS A P .co m co m p o n en ts
N etw o rk tech n o lo g y
S A P (P ro du ct) K n ow le dg e
P ro ficient
P ro g ram m in g lan g u ag e(s)
m yS A P.co m co re O p eratin g system s
B asic
(S A P) In terface exp erien ce A ccelerated S A P
None
T esting exp erien ce
B asic
B asic
ABAP In tern et tech n o log y
P ro ficien t
P ro ficien t
A dvan ced
A dv an ced
Q u ality m an ag em en t
P ro ject m an ag em en t exp erien ce
C h an g e m an ag em en t T rain in g exp erien ce
In d u stry exp erien ce
G e ne ra l K n ow le dg e
B u sin ess co n su ltin g kn o w led g e
© Copyright IBM Corporation 2005
Technical Consultant – Skills Profile C o m p uting S kills/K no w led ge
m yS A P .com W o rkp lace
A d van ced
D atab ase kn o w -h o w
m yS A P .com C o m p o n en ts
N etw o rk tech n o lo g y
S A P (P ro du ct) K n ow led ge
P roficien t
P ro g ram m in g lan g u age(s)
m yS A P .com co re O p eratin g system (s)
B asic
(S A P ) In terface exp erien ce A ccelerated S A P
None
T estin g exp erien ce
B a sic
B asic
ABAP In ternet tech n o lo g y
P roficien t
P rofic ien t
A d van ced
A d v an ced
Q u ality m an ag em en t exp erience
P ro ject m anag em en t exp erien ce
C h an g e m an ag em en t experien ce T rain in g exp erien ce
In d ustry exp erien ce
B u siness co n su ltin g kn o w led g e
G e ne ral K no w led ge /E x pe rien ce
© Copyright IBM Corporation 2005
Technical Team Member – Skills Profile C o m p u tin g S k ills /K n o w le d g e
m yS A P .co m W o rkp lac e
A d van ce d
D ata b a s e kn o w -h o w
m yS A P .co m C o m p o n en ts
N etw o rk te ch n o lo g y
S A P (P ro d u c t) K n o w le d g e
P ro ficien t
P ro g ra m m in g la n g u ag e(s )
m yS A P .co m c o re O p e ra tin g s ys te m (s )
B a sic
(S A P ) In terfac e e xp erie n ce A cc ele ra ted S A P
N o ne
T es tin g e xp erie n ce
B asic
B asic
ABAP In te rn e t te ch n o lo g y
P ro ficien t
P ro ficie n t
A d van c e d
A d va nc e d
Q u a lity m an a g e m e n t e xp erien ce
P ro jec t m a n a g em en t ex p e rie n c e
C h a n g e m an a g e m e n t e xp e rien ce T ra in in g e xp erie n ce
In d u s try ex p e rie n c e
B u s in e ss c o n s u ltin g k n o w le d g e
G e n e ra l K n o w le d g e /E x p e rie n c e
© Copyright IBM Corporation 2005
Training and Documentation PM/PL – Skills Profile C o m puting S kills/K n o w le dg e
m yS A P .co m W o rkp lac e
A d van ced
D ata ba se k n ow -h ow
m y SA P .co m C om p on e nts
N etw o rk te chn o log y
S A P (P rodu ct) K n ow le dge
P roficient
Prog ram m in g lan g u ag e(s)
m yS A P.co m core O p eratin g s ys tem (s )
B asic
(SA P ) In te rfac e exp erien c e A cce lerated S A P
N o ne
Tes ting e xp erien ce
B asic
B asic
ABAP In te rn e t tech no lo gy
P roficient
P roficient
A d van ced
A d van ced
Q u ality m a na gem en t exp erie nce
P roje ct m an ag e m en t exp erien ce
C h an g e m a n ag e m en t exp erien ce T rainin g e xp erien c e
In du s try exp erien ce
B u sin ess co n su lting kn ow le d ge
G e neral K no w led ge/E x perie nce
© Copyright IBM Corporation 2005
Project Management Role - Customer - Works in coordination with the TeamSAP Project Manager to make all project relevant decisions - Owns project deliverables and responsible for day-to-day project management. - Primary liaison with the steering committee and project sponsor, as well as the SAP (or partner) consulting team. - Definition of the implementation strategy; preparation and maintenance of the project plan, project budget, and work plan - Acquisition, assignment and management of project resources - Communication of project status to the steering committee, project sponsor, and the project team - Streamlining the issue resolution process - Ensure that the project is well communicated and received by all stakeholders
© Copyright IBM Corporation 2005
Project Management Role - TeamSAP - Works in coordination with the Customer Project Manager to make all project relevant decisions - Organize and coordinate consultant (and skills) resourcing - Providing methodology for SAP’s accelerated implementation approach and check that the methodology is really used - Assisting project management and project team in internalizing the AcceleratedSAP Implementation Roadmap - Aiding in the definition of project deliverables and critical target dates to be reflected in the project plan - Assisting in the definition of project scope and objectives - Aiding in the resolution of issues when necessary - Assisting project managers, consultants, and individual teams when necessary in the completion of any tasks - Encouraging and facilitating the change over of project ownership and SAP knowledge from the consulting team to the customer project team and core team members
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