Manage Your SAP Project

When I first saw movie Avatar on first day of release in Harrow – Vue theatre, I have not had any idea of writing this blog article. My impression was fantastic visual effects and story like a pakka (aka perfect) Hollywood story climax as we expected. Thereafter, my curiosity made me too goggled on Avatar Movie Making. Interestingly I found few similarities which I would like to share with you. Any sap project need a detailed preparation likewise avatar team done. In 1994, director James Cameron wrote a 114-page scriptment for Avatar. John Cameron said his inspiration was "every single science fiction book I read as a kid", and that he was particularly striving to update the style of Edgar Rice Burroughs' John Carter series. The success of a sap project is based on passion. In creative industry passion leads to success some times. My observation is like avatar direct every project manager needs personnel style and passion. In August 1996, Cameron announced that after

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You may remember a rather obscure law of science from your high school days in physics called the Conservation of Energy: The total amount of energy in a closed system remains constant. In other words, energy can be converted from one form to another, but it cannot be created or destroyed. I don't claim to understand this principle fully, but essentially it's saying there is a finite amount of energy in any given system and that amount cannot be changed. All you can do is change the way it's packaged. I guess it's a little like the mess in my boys room. It never really goes away ~ it only changes form now and then. I would like to offer a corollary to the Conservation of Energy that I call the Conservation of Complexity , which states: The total amount of complexity in an information system remains constant. In other words, complexity can be transferred from one party to another, but it cannot be created or destroyed. This principle states that in any given in

Four Work Styles That Can Harm Your Project (and How to Manage Them) Every SAP project team is comprised of human beings with their own distinct characteristics, needs, and agendas. Successful SAP project managers find ways to keep those differences from impeding the progress of the project. Unfortunately, that’s a skill that is typically gained the hard way, says Rao of Deloitte Consulting. “When you think about what project managers are taught in order to be certified, none of this is included,” says Rao. “They learn how to manage a project planner, how to work a breakdown structure, and how to schedule and run meetings — but not about the challenges they’re going to have managing the people that are going to be involved in these projects. The best project managers are often those who have gotten some scars from dealing with different kinds of people.” So how does a project manager prevent differences in personality from devolving into multiple personality disorder? A good start is t

The Different Types of SAP Consultants and How They Affect Project Success For a better understanding of the risks and mistakes that impact SAP implementations, I want to explain in a very simple way how I visualize, name, and classify SAP consultants nowadays, defining in general and SAP Consultant as a person who helps implement, maintain, migrate, expand, install, or customize any SAP business solution. In the SAP world, I see four different types of consultants “SAP Techies”: I am not going to speak a lot about them as I think they don’t really manage projects or implementations, and as such, are rarely the reason for a mistake. Typically, SAP Techies are programmers, ABAP specialists, Basis specialists, or software architects specializing in SAP solutions or trainer’s. Sometimes they are used as the “tool” that causes project mistakes, but this is mainly because of the wrong decision on the part of their managers. These folks are always needed in any stage of SAP projects or i

Given that system integrators can execute an SAP implementation from anywhere in the world, SAP end users will be called upon to decide how they want their partners to deliver service. Rightshore! offers a helpful discussion of the various options in this regard, and their respective benefits. There are five basic implementation delivery models: External Offshore: External execution by offshore partners. External Distributed Delivery: External execution by nearshore partners, who subcontract work out to offshore partners. External Nearshore: External execution by nearshore partners. Internal Centralized: Internal execution by a single party. Internal Decentralized: Internal execution by several parties. The fastest-growing model is external offshore, which went from being involved in 1% of IT delivery projects in 2006 to an estimated 5% by 2010. Rightshore! points out that external offshore promises 15-20% savings over internal delivery. This is why many systems integrators, Capgemini

Now you are ready to go live with your productive system! Afterwards,the project team focuses on supporting the end users, for which training maynot be completed. It is also necessary to establish procedures and measurementsto review the benefits of your investment in ECC/ERP on an ongoing basis. Key SAP Services to support you in this phase include The Online Service System (OSS) Remote Consulting EarlyWatch Services These services encompass a series of remote analyses of specific ECC/ERP Systemsettings, with recommendations for improving system performance. The last phase of the implementation project is concerned with supporting and optimizing the operative ECC/ERP System, both the technical infrastructure and load distribution as well as the business processes. Activities such as the following are carried out: Production support facilities are defined, for example, checking systemperformance on a daily basis Validation of business processes and their configuration Follow-up trainin

Reconciles all stakeholder views from a Business and IT perspective. Lets' say you have just went to go live with sap or about to go-live or recently 'Live' with SAP. Did you reconciled all stakeholder views from business ? Is this is your business requirements ? Guess what IT tools can deliver ? ( see Picture 2 ) Ok ! So you have full flexibility with your software tools, what next to do… ? 􀂄 ….reuse what's there or build all your Business processes from scratch ? 􀂄 ….provide full freedom to process expert to build their processes ? 􀂄 How about business and IT alignment, Corporate Governance, Data Protection and Privacy, Increased Security Profile .. This is the time to think about Enterprise Architecture or SOA. You can be motivated for three reasons. May be Stratgey Motivated , technology Motivated , Business Motivated. This is time You need a framework to align business requirements with programs and projects. ( Do not mistaken – Not Basic Business Proces

Worst Practice #1: Proceeding Without Clear Project Objectives The worst practice (but unfortunately not an uncommon one) is to initiate the development effort without heeding the principles of good project management. Industry best practices tell us to start every project by documenting its objectives in a project proposal (or project charter), yet we all know how bothersome this effort can be. Especially in today's slowing economy, it would be unwise to begin any mid-sized or large development effort without first stabling the right foundation by understanding the basic objectives of the endeavour. Worst Practice #2: Believing in the Existence of "As-Is" Process Definitions One of the most common causes of failure for SAP development projects is that the IT team is forced to aim at an unclear and moving target. The current business process that the team is trying to replace, improve, or interface with was never well documented. As a result, the way the business works

If you're thinking of implementing SAP's product, be forewarned. Though it's hard to pinpoint a one-size-fits-all ballpark figure, your typical $5 billion company can easily spend in the $50 million range for the software, hardware, system integrator and internal team. When your company is spending that kind of money, you'd better be sure you're delivering the ROI you promised. To help save you from disaster, I am presenting the Top 10 implementation mistakes to avoid (in Letterman-style, starting with #10). 10. Believing the journey is complete at "Go Live" Too many companies see their SAP implementation as a distinct project with a start and finish. "We say treat the day your ERP project goes live as the start of the next phase of your journey, not your finish." A recent client who failed to plan for post-go-live and wound up having to pay for an extra six-months of on-site services from its consultants. "We'd normally expect three

THE SECRETS TO A SUCCESSFUL SAP IMPLEMENTATION   Many wonder what constitutes a successful SAP Implementation. Everyone wants to have a great success story to talk about, from the top management to the implementation consultant. Success is a relative term.   You will hear: "Successfully went live on the planned date and on budget"   You should ask though whether the initial scope was implemented or did they have to take business processes out of scope in order to make it. You should also ask how are things now that you went live? Can you ship to your customers without any problems? Is the system performing well? Are the end users fully trained and are they doing their job well? Do you still need consulting support to go through your day-to-day business?   Once you put these questions into perspective you can really define a successful SAP Implementation in many ways and many levels.   Success Factors   Here is a list of factors that determine the relative succ