Manage Your SAP Project

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

The learning’s – Do’s and Don’ts Do’s - Management Over-communicate to management, regarding the happenings in the project. Keep all higher-ups updated Document all the discussions and decisions taken in the meetings as MOM and archive all the MOMs Sense the risks of the project and frequently update the risk chart, highlight to the senior management frequently. Make sure they did understand the risk other wise they may blame you later. Be handy with the status for higher management. They don’t like too much details, be creative summary presentation like PPT or else one page stuff. Should be not more then 1 Page. Insist for documentation and details – Both internal and with customer Be under control. Be on top of your status/ Issues/ People/ Work Be self confident in what you believe and what you are doing. Be strong. Always be sure of agreement. Never deviate from that Be passionate about the work you do. Love what you do ! Do’s – People and the Team Have one-one meetings with team me