E-MSG
MÁSTER EN SOFTWARE DE GESTIÓN DE EMPRESA
SAP R/3
2003-2004
Certificación MM (7138)
Xavier Rovira-Juan Carlos Sarrasi
TSCM 52-2ª parte (24-2)
E-MSG
MÁSTER EN SOFTWARE DE GESTIÓN DE EMPRESA
SAP R/3
2003-2004
Certificación MM (7138)
Xavier Rovira-Juan Carlos Sarrasi
TSCM 52-2ª parte (24-2)
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Phase 3: Realization - Work Packages (4)
Project Management
Project Management
Organizational Change Management
Organizational Change Management
Training in the Realization Phase
Training in the Realization Phase
QC
QC
Develop System Test Plans /
Develop System Test Plans /
Establish QA Environment
Establish QA Environment
Baseline
Baseline
Configuration
Configuration
Final Configuration
Final Configuration
Integration
Integration
Workflow, ABAP,
Workflow, ABAP,
Conversions and Interface
Conversions and Interface
Prog
Prog
.
.
Enhancements, Reports, Forms,
Enhancements, Reports, Forms,
User Roles, Archiving
User Roles, Archiving
Establish Production
Establish Production
Environment
Environment
The work comprises eight distinct work packages, all of which are done in parallel with the
configuration and confirmation:
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Content and Tools
Tools
ABAP
ABAP
Workbench
Workbench
:
:
•Standard data transfer programs
•Standard interface programs
•Standard reports
•User exits
Define standard
Workflow
Programs/
Forms
Develop
Workflow
Programs/
Forms
Test
Workflow
Programs/
Forms
Transport
Workflow
Programs/
Forms
Procedure
Content
Program realization for
Program realization for
:
:
●
●
Workflow
Workflow
●
●
Dev
Dev
.
.
Conversion Programs
Conversion Programs
●
●
Dev
Dev
.
.
Application
Application
Interface
Interface
Program
Program
●
●
Develop Enhancements
Develop Enhancements
●
●
Create
Create
Reports
Reports
●
●
Create Forms
Create Forms
(Layout Sets)
(Layout Sets)
Realization
Realization
Other
Other
R/3
R/3
tools
tools
:
:
•Graphic Workflow Editor
•ABAP Queries
•Report Writer / Report Painter
•Information systems in the
applications (LIS, EIS, etc.)
Workflow Development
y
The purpose of this work package is to automate a new business process using SAP Business
Workflow. SAP delivers standard templates as part of the R/3 applications modules. If you simply
want to activate a standard template you will not need to follow this package. Instead you should
refer to the on-line documentation of the application and the ASAP cross-application knowledge
corner.
Reports
y
Different types of reporting capabilities should be addressed and defined:
y
Reports Requirements/ABAP-Query/Report-Writer-Painter/Application-based Information
System.
y
The ”R/3 Report Navigator” is available from the Simplification Group on a separate CD.
Interfaces, Conversions, Enhancements
y
The teams that are assembled to discuss and make decisions about each of these programs should
be comprised of people with technical and functional expertise on both the current legacy system
and the SAP R/3 application modules. Note: See ”Data Conversion Made Easy” in the
Knowledge Corner.
y
With enhancements / modifications to the R/3 Systems, the cost / benefit relation should always be
your first consideration.
y
To realize the programmes, SAP offers an extensive range of utilities. Please use the programs
included in the SAP standard.
Forms (Layout Sets)
y
You can use the accelerator, Print Out Made Easy, in the Knowledge Corner for information on
how to print out the forms.
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Change Levels
System Software
System Software
Modifications
Change
Repository
Objects
R/3 Basis
R/3 Basis
Create
Repository
Objets
Customer
Programs
Customer
Exits
Enhance
Repository
Objets
Business
Applications
Set
System
Parameters
Customer
Customer
Development
Development
Customizing
Customizing
Enhance-
Enhance-
ments
ments
There are four different ways in which you can adapt the R/3 System to meet your requirements:
y
Customer Development - The R/3 System contains a customer namespace in which they can create
their own repository objects.
y
Enhancements - This allows the customer to enhance SAP Repository objects without using
modifications.
y
Customizing - This is where the system parameters are set using a special user interface. All
possible settings are allowed for and organized by SAP. Customizing is a mandatory part of
setting up the R/3 System.
y
Modification - Modifications are changes to SAP Repository objects. When the system is
upgraded, all the versions of modified objects must be compared with the new SAP version and
reconcilled.
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Activities
User Roles and Authorization Concept
Implement User Roles and Authorization Concept
Validate User Roles and Authorization Concept
Define User and Authorization Management Strategy
Cut Over User Roles and Authorization Concept
Accelerators
Establish User Role and Authrization Concept
Realization
Realization
■
Knowledge Corner:
Cross-SAP Implementation Topics
Authorization and User Roles
BASIS
PP
HR
SD/ MM
FI/ CO
KU
KU
BC
BC
KU
KU
KU
KU
KU
KU
BC
BC
KU
KU
KU =
Key User
BC =
Basis User
The purpose of this work package is to set up enterprise-wide user roles along with the required
authorizations for system access.
In order to accomplish a task, employees need to traverse a variety of business applications. The
transactions and reports that characterize a typical job position can be summarized in a user role. It is
important that users can only perform those tasks for which they are authorized and prevent them
from unintentional or unskilled changes in other system areas.
Since each SAP business application component provides options for controlling the use of functions
through authorizations, a user role is associated with a set of authorizations that are required to
accomplish the tasks of the role. Besides the assigned authorizations, a user role further contains the
definition of the user menu. The user menu specifies in a hierarchical structure the access paths to
transactions, reports and websites for the end user, thus defining the interface for system access.
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Phase 3: Realization - Work Packages (5)
Project Management
Project Management
Organizational Change Management
Organizational Change Management
Training in the Realization Phase
Training in the Realization Phase
QC
QC
Develop System Test Plans /
Develop System Test Plans /
Establish QA Environment
Establish QA Environment
Baseline
Baseline
Configuration
Configuration
Final Configuration
Final Configuration
Integration
Integration
Workflow, ABAP,
Workflow, ABAP,
Conversions and Interface
Conversions and Interface
Prog
Prog
.
.
Enhancements, Reports, Forms,
Enhancements, Reports, Forms,
User Roles, Archiving
User Roles, Archiving
Establish Production
Establish Production
Environment
Environment
The purpose of this work package is to plan and execute the final integration test. This is important
for the functional verification of your production system. It should be a simulation of live operations.
The test includes verification of dependencies of business processes on the value chain, plus on
interfaces, output, enhancements, and authorization test. Remote locations should be included in the
test. This test is performed in the quality assurance system (or a QA client).
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•
•
Simulate the live operation of the business
Simulate the live operation of the business
including remote locations
including remote locations
•
•
Verify that R/3 solution seamlessly meets
Verify that R/3 solution seamlessly meets
the business needs
the business needs
Test is process oriented and conducted by Business Process owner.
Trigger: Successful Final Configuration test
Application Development complete
Inputs: Business Process Master List
Test Scenarios
Development List
Overview of Final Integration Test
Goal
Like Final Configuration and Confirmation of which it is the extension, Final Integration Test
involves Test Case playback. The goal is to examine the cross-functional and key integration points
across the business processes followed by periodic processing and development. It is a simulation of
live operation.
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Final Integration Test
Realization
Realization
Activities
Prepare Final Integration Test
Conduct Final Integration Test
Accelerators
n
Testing Strategy White Paper
n
List of Predefined Test Scenarios
n
Test Scenario Template
n
Test Scenario Instructions
Set up Test Team and Logistics - Prepare for the final integration test.
y
Involve extended team members in this test. They can provide a fresh outlook and closer
knowledge of the business process concerned.
Define Integration Test Scope - Define the integration test goals and scope.
y
An important point is that you must choose which criteria will be used to consider the integration
test complete.
Define Integration Test Cases - Determine and define test cases in the integration test plan.
y
There are many cases in your business environment. To test them all using end-to-end scenarios is
not practical. A method of selecting end-to-end scenarios and limited scenarios, or touch-point
scenario, such as inter-company transactions, is used for integration testing.
Create Final Integration Test Plan - Create a detailed final integration test plan.
y
The final integration testing is a critical task in your implementation. Your test plan must include
the following processes and components: Business processes, Output, Reports, Interfaces,
Conversions, Enhancements, Technical setup (Printer, fax), and Authorization.
Approve Final Integration Test Plan - Obtain approval of the test plan from the business process
owners and members of the test team.
y
All members must have the same goals to get commitment to the plans. When approvals are
obtained, integration testing can begin.
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Integration Worksheets
Integration
Integration Test
Documentation Links
Priority
Responsibilities
Testing Dates
Level 1, Level 2, Level 3, Level 4
CI, Test Scenario
High, Medium, Low
Test Leader, Writer, Tester
Test Docs Completed, Plan, Actual
Status
Doc’d, Config’d, Tested, Retest, Approved, Hold
Integration Test Scope
Level 1 - Structure Item from Q&Adb
Level 2 - Corresponds to Enterprise area level for business process
Level 3 - Corresponds to Scenario level for business process
Level 4 - Corresponds to Process Group level for business process
Status - The current status of the particular level in the scope
Priority - Set the priority level of the particular Integration Test level
Responsibilities
y
Test Leader - Person responsible for coordinating all testing activities
y
Writer - Person responsible for writing test scenarios and any associated test materials
y
Tester - Person responsible for testing
Testing Dates
y
Test Docs Completed - Completion dates for test scenarios and all associated test material
y
Plan - Planned completion dates for the tests
y
Actual - Actual completion dates of the tests
Comments column included for notes and additional information documentation
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Integration Test 1 (IT1)
Sales
Production
Purchasing
Sales
order
SOP
MPS
MRP
Planned
order
Produc-
tion
order
Delivery
Customer
Billing
Shop
floor
control
Requi-
sition
Vendor
selection
Purchase
order
Goods
receipt
Invoice
verifi-
cation
Resource controlling
Logistics controlling
Sales, Production, Purchasing, Warehouse
Customer
Order
Customer
Payment
Vendor
Payment
Inventory
Sourcing
Presales
Activity
Financial Accounting
IT1 focuses on the internal integration testing
Realization
Realization
The purpose of the first cycle of integration testing is to check all cross functional integration points
(limited or focused drill-down scenarios) for high-frequency and impact business processes, and to
finalize the entire system configuration. The focus is testing that data crosses from one function
(SAP module) to another. ‘Focused Drill-down scenarios' was also the method used during Final
Configuration where many iterations of different cases were processed quickly.
Examples of integration points are:
y
Creation of a delivery note to be passed to MM (Materials Management) for warehouse processing
y
Running of MRP (Materials Resource Planning) in MM to automatically generate production
orders in PP (Production Planning)
y
Creation of customer billing documents in SD (Sales & Distribution) to be passed to FI (Financial
Accounting).
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Integration Test 2 (IT2)
Integration 2
Cross Functional
Integration Points
Cross Functional
Integration Points
End-to-End Critical
Business Flows
End-to-End Critical
Business Flows
Take sales order, pass to
mfg, MRP, mfging, receipt
into Finished Goods,
shipping & billing
Take sales order, pass to
mfg, MRP, mfging, receipt
into Finished Goods,
shipping & billing
Integration 1
Integration 1
• Delivery note passed
to MM for Warehouse
processing
• Billing passed to FI for
payment processing
• Delivery note passed
to MM for Warehouse
processing
• Billing passed to FI for
payment processing
Issues Database
RESULT
RESULT
ISSUE
ISSUE
Issue Input
Resolution
Issues Database
Issues Database
Realization
Realization
Testing critical business flows as defined in the Business Blueprint from start to finish (end-to-end)
is the purpose of Integration 2. These end-to-end scenarios, extended to form the business cases for
testing, cover the test cases of Final Integration as well as periodic processing and development.
They can be formed by linking focused drill-down scenarios from Integration 1.
A sample end-to-end scenario would be the taking of a sales order, the passing of the demand to
manufacturing, MRP (Materials Resource Planning), manufacturing of the product, receipt into
Finished Goods, shipping to the customer, invoicing, billing and receipt processing.
As in the cycles of Final Configuration and Confirmation, any issues occurring in each of the
Integration 1 and 2 cycles must be added to the issue log, and issues resolved must be closed in the
log.
There is a change in the make-up of the testing teams between configuration cycles and integration
testing. Testing is no longer function by function, but is now cross-functional. Therefore, the test
teams for each business process must include members from each enterprise process area being
tested.
This change in testing team make-up ties in with the knowledge transfer from Consultant (TeamSAP
Members) to Customer (SAP Project Team Members) reaching its apex during the cycles of Final
Integration Testing. Responsibility for the integration test becomes that of the Business Process
Owners and Power Users. This instills a sense of ownership in the Business Process Users, which
should make it easier to get acceptance at the end of the phase.
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Phase 3: Realization - Work Packages (6)
Project Management
Project Management
Organizational Change Management
Organizational Change Management
Training in the Realization Phase
Training in the Realization Phase
QC
QC
Develop System Test Plans /
Develop System Test Plans /
Establish QA Environment
Establish QA Environment
Baseline
Baseline
Configuration
Configuration
Final Configuration
Final Configuration
Integration
Integration
Workflow, ABAP,
Workflow, ABAP,
Conversions and Interface
Conversions and Interface
Prog
Prog
.
.
Enhancements, Reports, Forms,
Enhancements, Reports, Forms,
User Roles, Archiving
User Roles, Archiving
Establish Production
Establish Production
Environment
Environment
The objective of this work package is the final verification of project planning and deliverables from
this phase. Perform quality checks during this phase as tasks are completed.
This quality check verifies that the final configuration of the SAP System meets requirements
specified in the Business Blueprint. End user documentation and training materials must be finalized
for training during the next phase. Verify technical activities and tasks. Ensure everything is on
schedule for the Final Preparation phase. This includes, for example, data conversion programs,
interfaces, reports, and system management procedures. Issues regarding budget and resource
planning must be addressed and resolved.
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Configuration
D
o
cu
m
en
tatio
n
Quality Assurance
Quality Assurance
Checklist
Checklist
• Complete project team
status meeting
• Complete steering
Committee meeting
• Review approval of
Baseline/ Org.structure
configuration
• Confirm tested interfaces
• Confirm authorization
design
9
9
9
9
9
QC Activities & Tasks
Only the most important points of the checklists for project management and the quality check are
listed on this slide. The complete checklists can be found in the ASAP Roadmap documentation.
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Unit
Unit
Unit
Topic
Topic
Topic
Legend:
Legend:
Legend:
Phase 1
Project Preparation
Phase 2
Business Blueprint
Phase 3
Realization
Implementation
Roadmap
Phase 4
Final Preparation
Phase 5
Go Live & Support
Overview Diagram: Implementation Roadmap (4)
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Phase 4: Final Preparation: Objectives
On completion of this topic, you will be able to:
z
Outline the Work Packages of Phase 4:
Final Preparation
z
Identify both the required system tests before
cutover and the SAP support you can use for
cutover and final testing
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The Purpose of Phase 4: Final Preparation
Project
Preparation
Business
Blueprint
Realization
Final
Preparation
Go Live &
Support
ASAP Roadmap
The purpose of this phase is to complete the final preparation, including testing, user training, system
management and cut over activities, to finalize your readiness to go live. This final preparation phase
also serves to resolve all crucial open issues. On successful completion of this phase, you are ready
to run your business in your productive R/3 system.
This phase includes the following Work Packages:
y
Project Management Final Preparation Phase
y
User Training
y
System Management
y
Detailed Project Planning
y
Cut Over
y
Quality Check Final Preparation Phase.
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Final Preparation - Roles & Key Focus
Production Sys
Admin
Con’t Org Chg
Mgt Process
Review, Status
Meetings
Review / F/U on
Recommends
Conduct EUT
Steering
Meetings
Conduct EUT &
Evaluate
Effectiveness
Asst w/ volume &
stress testing
Asst w/ printing &
stress tests
Go-Live Check
Refine Cutover &
Prod Support
Plan
Production
Support Plan
Perform
Conversions /
Secure Prod.
System
Manual Entries,
Conversions
Approve Prod
System / Verify
User Readiness
Signoff
Quality Check
/Signoff
Signoff
Approval for
Cutover
QC
QC
Cutover
Cutover
Detailed
Detailed
Proj
Proj
Plan
Plan
Sys Mgt
Sys Mgt
Training
Training
Proj Mgt
Proj Mgt
Steering
Steering
Sponsors
Sponsors
Project
Project
Mgt
Mgt
Consultant
Consultant
Customer
Customer
Technical
Technical
Training
Training
Change
Change
Security
Security
Role
Groupings
Phase
Content
There are ten primary roles in an SAP Implementation; details of each are in the IA.
Steering Committee - members include Project Sponsors, the SAP Consulting Manager (and/or the
TeamSAP Coach), and project managers. The committee is also the primary source for the
company’s long-term goals and vision, sets priorities, approves scope, and resolves company-wide
issues.
Project Sponsors - directly communicates the company’s long-term goals and visions and are
members of the steering committee.
Proj Mgt - TeamSAP Project Manager and Customer Project Manager
Consultant - TeamSAP Members, application, cross application, business process
Customer - Project Team Members (business process, power users)
Technical - Customer or consultants for System Administration and Technical, help desk provider
Training - Training & Documentation - project mgr/lead/ developer, Training Development
Instructor, Training Co-ordinator, Training Technology Administrator
Change -These are dedicated individuals assigned to manage the organizational change management
processes: Risk Assessment, Communications, Sponsorship, Skills Development, Knowledge
Transfer or Organizational Optimization.
Security - Authorisation, Administration or Internal Auditor responsible for managing the system
security and authorization environment and may be combined with other (technical) administrative
roles.
Share Focus items are noted by “************” brackets.
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Master Lists
Microsoft Excel
Spreadsheets for
Development, Organization,
Business Processes and
Authorizations
Project
Charter
BPP
Documents of an ASAP Project
Q&Adb
Substructures:
Business Strategy
Organization
General Settings
Master Data
Business Process
Cross Application
Development
Business
Blueprint
Project
Plan
Scope
Config.
Plan
Testing
Plan
Unit testing
Test scenario
Integration
4
3
2
1
5
Cutover
Plan
Volume
Test
Stress
Test
Conduct
End User
Training
System
Performance
Review
Project
Team
Org.
Stand. &
Proced.
Technical
Operations
Manual
Progr.
Develp.
EU
Training
Material
Microsoft Word
Documents
Phase 1 - Project Preparation
Change Charter - Goals and objectives of Organizational Change Management
Project Plan - This is a first cut focusing on milestones and Work Packages; details to come.
Scope - Sets the initial definition of the project; input from sales cycle.
Project Team Organization - Sets the who of the project: Standards & Procedures - Sets the why and
how of the project.
Phase 2 - Business Blueprint - Requirements reviewed for each SAP Reference Structure item and
defined using CI Templates (in the Q&Adb). Business Blueprint - This is the output of the Q&Adb
and is the key document for Phase 3.
Phase 3 - Realization - Master Lists - Define business scenarios and R/3 transactions to be realized in
the system. BPP - Business Process Procedures representing R/3 transactions; used for unit testing &
documentation. Planning - Defines how the configuration will be done and how it will be tested.
Development Programs - Provides details of the external programming requirements. EU Training
Material - End User training material and process documentation.
Phase 4 - Final Preparation Stress & Volume Tests - Plans for confirming the production hardware’s
capabilities
Cutover Plan - The details of how to move to the production environment and go live
Conduct End User Training - Delivery of the necessary levels of R/3 End User training prior to going
live
Phase 5 - Go Live & Support: Ensuring system performance through SAP monitoring and feedback.
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Phase 4: Final Preparation - Work Packages (1)
Project Management
Project Management
Deliver End User Training
Deliver End User Training
Detailed Project Planning
Detailed Project Planning
System Management / System Tests
System Management / System Tests
QM
QM
Cutover
Cutover
Project Management activities:
y
Conduct Project Team Status Meetings
y
Conduct Steering Committee Meetings
y
General Project Management
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Project Management
Project Management Check List
• Prepare & Conduct Final Preparation
Review
• Follow Up on Review
Recommendations
• Prepare and Conduct Status and
Steering Committee Meetings
• Correct Project Variances
• Refine Project Plan
• Follow up on Action Items
• Conduct Team Building Activity
• Continue Change Management
Process
9
9
9
9
9
9
9
9
Configuration
Do
cu
m
en
ta
ti
o
n
The purpose of the Project Management Work Package is to perform the established cycle of project
management activities to keep the implementation project on target. This determines all project
planning, controlling and updating activities, and identifies changes between business processes and
the organizational structure. Project management and consulting management must work closely
together to guarantee the project stays on schedule.
Note the Project Review Program which is provided as an SAP service. Reviews can be scheduled
throughout the duration of the project. A review provides an independent and objective management
review of the customer implementation project, identifies any risks to the project goals and
recommends appropriate corrective actions.
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Phase 4: Final Preparation - Work Packages (2)
Project Management
Project Management
Deliver End User Training
Deliver End User Training
Detailed Project Planning
Detailed Project Planning
System Management / System Tests
System Management / System Tests
QM
QM
Cutover
Cutover
The objective of this work package is to ensure that all end users are adequately trained before the
SAP go-live date. End user training must include general SAP training, as well as company-specific
SAP training, based upon the company’s business processes.
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Conduct
Conduct
Pre
Pre
-Go-Live
-Go-Live
End
End
User
User
Training
Training
Training: Goal and Content
Ensure that
Ensure that
all end
all end
users are adequately
users are adequately
trained prior
trained prior
to
to
the Go
the Go
Live date
Live date
Phase 3
Training Realization Phase
Phase 4
Define, Develop
and Finalize
Training &
Documentation
Conent
• Finalize logistics for training and the
end user training schedule
Develop Templates,
Standards and Review
Process
• Conduct end user training
• Obtain end user training evaluation data
• Track attendance
Define and Implement
Evaluation and
Improvement Process
• Analyze end user training evaluation data
& implement improvements
• Identify post go-live training
requirements
Conduct End User Training
Evaluate Training Effectiveness
& Implement Improvements
Implement Training Logistics Plan
End user documentation and training was developed in Phase 3. This included:
y
setting the standards and review process for training content and documentation development, in
addition to defining an evaluation and improvement process
y
denoting power and other users in order to define, with the help of the training and development
plan, the necessary training for production.
Considerations in the logistics area include planning of training facilities, and producing copies of
the end user documentation and other training material.
Important:
End user training and the preparation of training material are often the most time consuming and
costly aspect of the system implementation. Changes in the procedure can influence considerably the
time and costs of an R/3 implementation.
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Phase 4: Final Preparation - Work Packages (3)
Project Management
Project Management
Deliver End User Training
Deliver End User Training
Detailed Project Planning
Detailed Project Planning
System Management / System Tests
System Management / System Tests
QM
QM
Cutover
Cutover
The objective of this work package is to perform the relevant technical activities to prepare for
production operation. These activities cover monitoring the infrastructure needs for production
operation and determining required system administration activities.
In case of local rollout projects as part of a global program, the involvement of the Customer
Competence Center (CCC) is important.
A Customer Competence Center is an organization within the corporate enterprise that fulfills
various functions related to SAP software and administration, and serves as the link between the
enterprise and SAP. Its purpose is to ensure that SAP systems are implemented and run as efficiently
as possible across the enterprise:
y
Facilitating the implementation process
y
Getting the best return on investment
y
Providing advice on changing business conditions
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System Management and System Tests: Goal and
Content
Perform the relevant technical activities
to prepare for production operation
Establish
Establish
Systems
Systems
Operation Support
Operation Support
• Finalize Procedures for
Systems Operations
• Train System Administration Staff
Conduct
Conduct
System Tests
System Tests
• Conduct Failure Scenarios Test
• Conduct System Admin. Tests
• Conduct Backup and Restore
Procedure Test
• Conduct Disaster Recovery Test
• Conduct Printing and Fax Tests
• Conduct Volume Test
• Conduct Stress Test
• Conduct GoingLive Check
SAP provides the GoingLive® Check in this work package. The purpose of the GoingLive® Check
is to determine any potential problem areas in the R/3 System that could influence performance.
This preventative measure is important for a successful R/3 implementation. R/3 customers who are
preparing to go live should take advantage of the GoingLive® Check from SAP.
y
SAP experts log on remotely to your R/3 System, check the configuration of individual system
components and give useful advice on how to optimize your system. The main aim of this check is
to prepare your R/3 System for production operation. By analyzing each system component before
you go live, SAP can help to improve considerably the availability and performance of your live
system.
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Phase 4: Final Preparation - Work Packages (4)
Project Management
Project Management
Deliver End User Training
Deliver End User Training
Detailed Project Planning
Detailed Project Planning
System Management / System Tests
System Management / System Tests
QM
QM
Cutover
Cutover
Activities:
y
Refine Cutover
y
Refine Production Support Plan
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Detailed Project Planning: Goal and Content
Optimizing the Production Support
and Cutover plans from Phase 3
Refine
Refine
Cutover
Cutover
•Review Conversion Timing and Planning
•Create Checklist
•Determine Production Readiness
•Approve Cutover
Refine Production
Refine Production
Support Plan
Support Plan
• Establish Help Desk
• Reorganize Team for Production
Support
• Define Long-Term Production Support
Strategy
The setup of an internal Help Desk is very important for production support. In the Final Preparation
phase, procedures and responsibilities are fixed according to the current plan. Help Desk procedures
need to be documented. Personnel need to be nominated and, if necessary, the project team needs to
be reorganized for the production phase.
Next to the support of single end users, the Help Desk team must be proactively involved in the
support of the whole end user community. This means, for example, planning workshops for reviews
of live functions, and checking new functions for system use optimization.
The Help Desk is particularly important in the first weeks after Go Live, but you require help desk
support throughout the production life of your R/3 System.
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Project Management
Project Management
Deliver End User Training
Deliver End User Training
Detailed Project Planning
Detailed Project Planning
System Management / System Tests
System Management / System Tests
QM
QM
Cutover
Cutover
Phase 4: Final Preparation - Work Packages (5)
The objective of this work package is to obtain final approval from the steering committee for the
system to go live. All preparations for the technical application, and organizational aspects of the
project are ready for live business operations.
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Cutover: Goal and Content
Get final approval from the Steering Committee
that the system can go live
Perform
Perform
Cutover to
Cutover to
Production
Production
System
System
• Transport to production environment
• Perform conversions
• Perform manual entries
• Approve the production system
• Secure production environment
• Verify users are ready
Final
Final
Approval
Approval
for
for
Going
Going
Live
Live
NOTE
Validate all Data after conversion
All manual data entries must be completed before cutover.
Confirmation for going live depends on the readiness of the R/3 System. Decisive factors are:
y
End user training is completed
y
R/3 System administration is ready
y
Stress test is completed
y
Conversions and business processes in the production system have been checked.
y
Customizing settings and R/3 Repository objects have to be transported into the production
environment from the QA environment. Successful import of Customizing settings and R/3
Repository objects is the prerequisite for data transfer. The R/3 System provides tools for
transporting Customizing settings and R/3 Repository objects.
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Phase 4: Final Preparation - Work Packages (6)
Project Management
Project Management
Deliver End User Training
Deliver End User Training
Detailed Project Planning
Detailed Project Planning
System Management / System Tests
System Management / System Tests
QM
QM
Cutover
Cutover
Activities:
y
Perform Internal Quality Check
y
Final Preparation Review
y
Obtain Approval
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Quality Check
Quality Check Check List
Conduct Quality Check
• Check SystemTests
• Check Basis Administration
• Check Training Plan
• Check Organizational Chng Mgt Plan
• Verify Cutover
Signoff Final Preparation
• Schedule Meeting
• Obtain Signoff
9
9
Configuration
D
o
cu
m
en
tatio
n
The objective of this work package is to provide final verification of the status of all deliverables
from this phase. Continual quality checks must be performed as tasks are completed.
In addition to the cutover, this phase includes completion of end user training and establishment of
an internal Help Desk. Final verification of all technical preparations is crucial to ensure the
production system can go live. This includes, for example, data conversion programs, interfaces and
system management procedures.
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Unit
Unit
Unit
Topic
Topic
Topic
Legend:
Legend:
Legend:
Phase 1
Project Preparation
Phase 2
Business Blueprint
Phase 3
Realization
Implementation
Roadmap
Phase 4
Final Preparation
Phase 5
Go Live & Support
Overview Diagram: Implementation Roadmap (5)
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Phase 5: Go Live & Support: Objective
On completion of this topic, you will be able to:
z
Outline the Work Packages comprising Phase 5:
Go Live & Support
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The Purpose of Phase 5: Go Live & Support
Project
Preparation
Business
Blueprint
Realization
Final
Preparation
Go Live &
Support
ASAP Roadmap
The purpose of this phase is to move from a pre-production environment to live production
operation. You must set up a support organization for end users, not just for the first critical days of
your production operations, but also to provide long-term support.
During this phase, end users of the SAP system have many questions. There must be a solid end user
support organization easily accessible to all end users. This phase is also used to monitor system
transactions and to optimize overall system performance. Finally, the completed project is closed.
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Go Live and Support - Roles & Key Focus
Production
Production
Support
Support
Resolve Issues
Eval On Going
Performance
Lessons Learned/
Finalize Org Chg
Mgt Process
End User
Training
Steering
Steering
Sponsors
Sponsors
Project
Project
Mgt
Mgt
Consultant
Consultant
Customer
Customer
Technical
Technical
Training
Training
Change
Change
Security
Security
Project
Project
End
End
*********************
Review Business
Benefits & Chng
Mgt Process
Close &
Signoff Issues
*********************
*********************
Review / FU on
Recommends
Mgt & Resolve
Issues
*********************
Role
Groupings
Phase
Content
These are the primary roles in an SAP Implementation (all the roles are defined in the IA).
Steering Committee - members include Project Sponsors, the SAP Consulting Manager (and/or the
TeamSAP Coach), and project managers. The committee is also the primary source for the
company’s long-term goals and vision, sets priorities, approves scope, and resolves company-wide
issues.
Project Sponsors - directly communicates the company’s long-term goals and visions and are
members of the steering committee.
Proj Mgt - TeamSAP Project Manager and Customer Project Manager
Consultant - TeamSAP Members, application, cross application, business process
Customer - Project Team Members (business process, power users)
Technical - Customer or consultants for System Administration and Technical, help desk provider
Training - Training & Documentation - project mgr/lead/ developer, Training Development
Instructor, Training Co-ordinator, Training Technology Administrator
Change -These are dedicated individuals assigned to manage one of the organizational change
management processes: Risk Assessment, Communications, Sponsorship, Skills Development,
Knowledge Transfer or Organizational Optimization.
Security - Authorisation, Administration or Internal Auditor responsible for managing the system
security and authorization environment and may be combined with other (technical) administrative
roles.
Share Focus items are noted by the ************ brackets.
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Master Lists
Microsoft Excel
Spreadsheets for
Development, Organization,
Business Processes and
Authorizations
Project
Charter
BPP
Documents of an ASAP Project
Q&Adb
Substructures:
Business Strategy
Organization
General Settings
Master Data
Business Process
Cross Application
Development
Business
Blueprint
Project
Plan
Scope
Config.
Plan
Testing
Plan
Unit testing
Test scenario
Integration
4
3
2
1
5
Cutover
Plan
Volume
Test
Stress
Test
Conduct
End User
Training
System
Performance
Review
Project
Team
Org.
Stand. &
Proced.
Technical
Operations
Manual
Progr.
Develp.
EU
Training
Material
Microsoft Word
Documents
Phase 1 - Project Preparation
Change Charter - Goals and objectives of Organizational Change Management
Project Plan - This is a first cut focusing on milestones and Work Packages; details to come.
Scope - Sets the initial definition of the project; input from sales cycle.
Project Team Organization - Sets the who of the project: Standards & Procedures - Sets the why and
how of the project.
Phase 2 - Business Blueprint - Requirements reviewed for each SAP Reference Structure item and
defined using CI Templates (in the Q&Adb). Business Blueprint - This is the output of the Q&Adb
and is the key document for Phase 3.
Phase 3 - Realization - Master Lists - Define business scenarios and R/3 transactions to be realized in
the system. BPP - Business Process Procedures representing R/3 transactions; used for unit testing &
documentation. Planning - Defines how the configuration will be done and how it will be tested.
Development Programs - Provides details of the external programming requirements. EU Training
Material - End User training material and process documentation.
Phase 4 - Final Preparation Stress & Volume Tests - Plans for confirming the production hardware’s
capabilities
Cutover Plan - The details of how to move to the production environment and go live
Conduct End User Training - Delivery of the necessary levels of R/3 End User training prior to going
live
Phase 5 - Go Live & Support: Ensuring system performance through SAP monitoring and feedback.
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Going Live
Go Live &
Support
Move from a pre-production
environment to live production
operation
Congratulations!
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Phase 5: Go Live & Support - Work Packages
Production Support
Production Support
Project End
Project End
Project Closing
Ongoing KPI Management
Ongoing KPI Management
Production Support
The objective of this work package is to provide support to SAP users and to optimize system
performance. During the first weeks of live operation there will be questions. Timely support is
critical to your success. In addition, it is important to monitor system transactions and overall
performance.
Ongoing KPI Management
KPI management does not finish after going live with the SAP products. Activities to improve the
business processes continue. There is a new situation with respect to the measurement of KPI’s: the
results can be reported from the SAP products.
The measurement results should be compared with the target values. If they are not satisfactory,
appropriate activities to improve the business processes should be defined and realized. After this, a
following measurement can be initiated.
This cycle of measurement and activities should be repeated until the defined objectives are reached.
Project End
The objective of this work package is to officially close the project. At this time, any open issues are
reviewed and completed.
In case of local rollout projects as part of a global program, there should also be a feedback to the
global team.
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Production Support: Content and Goal
R/3 User Support and
R/3 User Support and
System Performance Audit
System Performance Audit
Go Live and
Go Live and
Support Review
Support Review
• Activate Help Desk Support
• Resolve Issues
• Confirm Live Environment
Provide Production
Provide Production
Support
Support
Validate Live
Validate Live
Business
Business
Process Results
Process Results
Conduct Post-
Conduct Post-
Go-Live End
Go-Live End
User Training
User Training
• Prepare / Conduct Go Live &
Support Review
• Follow-up on Go Live & Support
Review Recommendations
• Analyze Evaluation Data
• Conduct End User Training
• Provide Ongoing Training and
Documentation Maintenance Support
During the process of going live, there are two critical periods. In the first few days, you must
execute the production support plan and check the results. Any problems must be resolved as quickly
as possible. Following the first few days of live operation, you must then address monitoring issues
for the long term, particularly system performance, capacity and functions.
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Help Desk
Customer First Line Support
Power Users
IT Staff
Configurators
ABAP Programmers
Hardware
Vendor
Database
Vendor
Remote
Consulting
Early
Watch
End Users
Hardware Problem
Software Problem
Security Problem
Knowledge Problem
System
Performance
Problem
Providing Production Support
SAPNet - Web Frontend
SAPNet - R/3 Frontend
It is important that whenever a problem arises, end users know who to contact, and how. The Help
Desk is particularly important in the first weeks after Go Live, but you require Help Desk support
throughout the production life of your SAP system.
The Help Desk is a single point of contact with access to internal first level support for hardware,
network, operating system, database, training, and application system problems.
First level support personnel must not only possess special knowledge of these areas, but must also
have company-specific knowledge concerning organization and processes.
SAP services including ‘SAPNet’, Remote Consulting, and Early Watch are available resources to
assist the internal production support team with problem resolution and avoidance.
Coordination and co-operation with SAP and SAP Partners further expands the network of support
for problems that cannot be solved internally by the Help Desk and First Level Support.
Additional support is available to value contract customers who participate in the Customer
Competence Center (CCC) program.
Note that SAP has renamed its Online Service Systems (OSS) to: SAPNet – R/3 Frontend (formerly:
Online Service System (OSS); and SAPNet – Web Frontend (formerly: SAPNet). This renaming
reflects the ongoing integration of all SAPNet – R/3 Frontend functions into SAPNet – Web
Frontend.
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SAP AG 2001
Available now
http://service.sap.com
For customers
and Partners
K
E
Y CO
MP
O
N
EN
T
S
The SAP Service Marketplace is SAP´s one-stop Internet platform that provides
personalized access to all services necessary to design, build and maintain a
high quality solution
Benefits
Easy, one-stop access to
SAP services - anytime,
anywhere
A full range of services to
ensure solution
completeness
Information that is easy to
find and understand, as
you navigate easily
through well-organized
topics - and you can
personalize the site to suit
your needs
Support Services
Submit messages, access support packages and SAP
notes
Request remote service sessions like Early Watch
Consulting & Education Services
Request hardware sizing, consulting
Online booking of training sessions worldwide
Information Services
Detailed information around the SAP solutions
SAP related new offerings
Download best practices materials
SAP Service Marketplace
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Measure and
Measure and
Complete
Complete
Improvements
Improvements
• Calculate KPIs after Implementation
• Complete Business Process
Improvements
Ongoing KPI Management
Documentation of the ongoing change
of KPI results
Improve / optimize business processes
During Go Live and Support and later on the success of improvement/optimization activities should
be measured regularly.
The results of the measurement should be compared with the target values.
If the results are not satisfactory then workshops should be held. These workshops should result in
the creation of new activities or to-do lists for process improvement and/or optimization.
This cycle of measurement, comparison, workshops and activities should be repeated until a
satisfactory result has been achieved.
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Project End: Content and Goal
Resolve Open Issues and
Formally Signoff Project
Project
Project
Closing
Closing
• Review and Close Open Issues
• Review Business Benefits
• Summarize and Review Lessons Learned
Change Process
• Complete Change Management Process
• Followup on Recommendations
• Signoff and Close Issue List
The purpose of this work package is to officially close the project. At this time, any open issues are
reviewed and completed:
Resolution and closure for all outstanding issues in the issue management system must take place for
the formal signoff from project team members
The business drivers (the reasons the project was undertaken and why it is important to the
corporation) and the business measurements (quantifiable business-related measurements by which
the success of the R/3 implementation project is judged), both of which were defined at the start of
the project in Phase 1, are reviewed to check project results against the goals set at its outset. This
review is presented to executive management.
An ongoing evaluation procedure is established to monitor the benefits of the R/3 implementation
over time.
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You are now able to:
z
Outline the purpose and content of the work
packages in each phase of the ASAP roadmap
z
Identify the main roles and responsibilities of
each phase of the ASAP roadmap
z
Explain and demonstrate the major tools &
accelerators supporting each phase of the
ASAP roadmap
Implementation Roadmap: Unit Summary
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Implementation Roadmap
Exercises
Unit: Implementation Roadmap
Topic: Phase 1: Project Preparation
At the conclusion of this exercise, you will be able to:
• Explain the key aspects of ASAP project preparation by reference to
the Implementation Assistant.
Assume you are the project manager and contact person for the R/3
implementation project. You need to overview the main points of the
ASAP Project Preparation phase:
Project charter, project standards, organization, and scope.
2-1
Before an SAP Project can officially "kick off", a company needs to define its
overall corporate goals and visions for its SAP implementation. In addition, it is
imperative that a company is able to justify the project and gain internal support.
How does ASAP support this?
2-2
What are the key elements that a project charter should contain?
2-3
As a project manager, you need to develop a project organization and define project
team roles. You need to define project roles for both internal and external team
members. How does ASAP support this? What is the connection between the roles
and the project plan?
2-4
As a project manager for your implementation project, you need to capture the
scope of business processes you have selected for use in the future. What
accelerator is used to do this? Where is it located?
2-5
As a project manager, you must also develop standards and procedures. You need
to determine how the implementation project will be accomplished. How does
ASAP support this?
2-6
An important part of any R/3 implementation project is to test the configuration
settings customized to meet a customer’s business requirements. What accelerator
does ASAP provide to help plan how and when testing occurs? What types of
testing strategies does ASAP recommend?
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Exercises
Unit: Implementation Roadmap
Topic: Phase 2: Business Blueprint
At the conclusion of this exercise, you will be able to:
• Locate the activity
Conduct Project Team Training
• Explain and demonstrate the use of the Q&Adb
• Create and use the reports produced from the Q&Adb, the Business
Blueprint, and Business Process Master List (BPML) in particular
3-1
What is the purpose of the activity
Conduct Project Team Training
?
3-2
Where can this training take place?
3-3
Open the Q&Adb. Type in the User ID
asap
and Password
asap
. You are now
logged onto the Q&Adb and can familiarize yourself with its structure.
3-4
The project team determined the business process scope during the Project
Preparation phase. It recorded the results in a sample Scope Document. The team
now needs to further define this business scope by gathering detailed business
requirements. These must then be translated to express the scope of work required
to configure the R/3 System to meet the business requirements.
3-4-1 What tool does ASAP supply to support scope definition?
3-4-2 What kind of workshop do you need and where in the Implementation
Assistant can you find information to help you organize and conduct the
workshop?
3-4-3 Where can you record the scope you determined in the workshop?
3-5
As a member of the project team, you now need to define which business processes
to set in scope for the Implementation Project.
3-5-1 What type of workshop will you need to conduct to determine this?
3-5-2 Where in the Implementation Assistant can you find information to help you
organize and conduct this workshop?
3-5-3 Where can you record the scope you determined in the workshop?
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3-5-4 Set the business processes in scope.
Proceed as follows (your Q&Adb should already be open. If not, read 3-3):
Click Administration (at the top left)
→
Compose project structure A dialog box
appears, which contains the SAP Project Reference Structure on the left and the
SAP Product Reference Structure on the right. There are three tab pages
underneath the SAP Product Reference Structure description (on the right). The first
tab page is called R/3. This tab page should remain in the foreground and the SAP
Reference Structure listed below it, therefore, remain active.
Click the + before Business Processes, in other words, open the structure. Then
open
Enterprise area:
Sales & Distribution
Scenarios:
Sales Order Processing: Make/Assembly to Order
Process groups:
Sales order
,
Shipping
,
Billing
.
Double-click the first process group
Sales order
on the right of the dialog box and
confirm the question that appears with
Yes.
The chosen process group then appears
in the left of the dialog box.
Proceed in the same way for the remaining process groups.
Close the dialog box for composing the project reference structure (bottom right).
You will now compose the SAP Reference Structure in the Q&Adb.
Set the scope in Q&Adb.
3-6
The scope of the SAP Implementation Project has now been determined and
recorded in the Q&Adb. As a member of the project team, you will frequently work
with the Q&Adb, whose complete structure is quite large. How can you change the
view in the Q&Adb by owner?
3-7
It is now time to capture detailed requirements related to the business processes you
have set in scope. As a member of the project team, you need to take a look at the
questions for the business process
Delivery Processing
(Business Processes
→ Sales and Distribution → Sales Order Processing: Make/Assembly To Order →
Shipping
→ Delivery Processing) and the sections of the CI template, in order to
conduct your detailed requirements workshop.
3-7-1 You now need to record the findings you gathered at the detailed
requirements workshop. Assume you obtained the following answers to the
questions on business processes. Record these now.
• The following documents are required to complete deliveries: pick list, packing list, freight
list, material safety data sheet (question 1).
• Deliveries are allowed from multiple plants, plant is determined by the customer’s ship-to
address (question 2).
• Deliveries are created via background processing
(question 10)
• There are some customers that do accept partial deliveries, but the original purchase order
numbers must be referenced. (question 16)
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3-7-2 You now need to record the findings you gathered at the detailed
requirements workshop for the CI template. These are listed below. They
are for the same business process that you used previously (Sales Order
Processing: Make/Assembly to Order)
1. Requirements/Expectations
• Need to be able to process deliveries in batches. Must also have the
capability to produce individual deliveries on an as-needed basis.
2. General Explanations
• Must be able to produce deliveries on-demand to support emergency
orders.
3-8
As a Project Manager, it is important that you assign roles and responsibilities to
assure ownership and completion of work.
3-8-1 How does the Q&Adb assist you in assigning ownership for the business
processes you put in scope?
3-9
Most R/3 projects require some level of additional programming (for example, for
conversions, interfaces, reports, enhancements, extensions, matchcodes, and forms).
ASAP recommends that each project identifies and describes the functions for all of
the programming that is required for the project. How does ASAP support this
recommendation?
3-10 As a member of the project team, you have been asked by Project Management to
present detailed documentation of the results gathered during requirements
workshops.
3-10-1 What reports are available in the Q&Adb to help prepare this information
for Project Management?
3-10-2 Generate the Business Blueprint document for business processes and the
Business Process Master List (BPML).
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Exercises
Unit: Implementation Roadmap
Topic: Phase 3: Realization
At the conclusion of this exercise, you will be able to:
• Explain the purpose and function of the ASAP processes of
configuration and confirmation, and integration
• Identify and access the tools and accelerators supporting the ASAP
processes of configuration and confirmation, and integration
Configuration, confirmation, and integration take place in the Realization
phase of the R/3 implementation project.
4-1 Configuration,
confirmation and integration process
4-1-1 What key tools and inputs do you use to manage, monitor, and drive the
configuration, confirmation and integration process?
4-1-2 Where do you find this input information?
4-2
As a Project Team Leader, you need to develop your configuration plans for the
Project. Describe ASAP’s recommended two-part approach for managing
configuration.
4-3
As a Project Team Leader, you now need to assign responsibilities for the baseline
scope work activities.
4-3-1 What are the areas of responsibility?
4-4
Baseline configuration has been confirmed and the team is ready to begin Final
configuration. As a Project Team Leader, you now need to create a configuration
plan for Final configuration and confirmation. You must now expand your baseline
solution by organizing your Final configuration activities into multiple cycles.
4-4-1 Name the accelerator ASAP provides to help you determine the
configuration for each cycle. Use it as a reference to outline the strategy for
determining what configuration is a part of which cycle.
4-4-2 Where do you indicate and store your cycle assignments?
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4-5
The Final configuration is close to being confirmed. As the Project Team Leader,
you need to look ahead and prepare for final integration testing.
4-5-1 What are the key differences between integration testing, scenario testing,
and unit testing?
4-5-2 What are the key workshops you need to focus on for final integration
testing?
4-6
As the Project Team Leader, you need to assign roles and responsibilities for
integration testing.
4-6-1 What does ASAP recommend and why?
4-6-2 How does this differ from Baseline and Final configuration testing?
4-7
Which kinds of documentation do you have for the BPML (links)?
4-8
What is the BPML used for?
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Solutions
Unit: Implementation Roadmap
Topic: Phase 1: Project Preparation
2-1
Follow the step-by-step tasks described in the activity
Create and Issue Project
Charter
in the
Project Preparation
phase.
In the Implementation Assistant (IA):
→ Expand the ValueSAP – Implementation node by clicking the ! icon
→ Expand the Implementation Roadmap node by clicking the ! icon
→ Open the Project Preparation phase
→ Open the work package Initial Project Planning
→ Open the activity Create and Issue Project Charter
The
Project Charter
and two sample documents appear on the
Links
tab page on
the lower right screen area. Take a look at this information.
2-2
The key elements of the project charter are:
• Mission statement
• Goals and objectives
• Scope
• Critical success factors
• Higher-level project plan
• Organization/staff requisitions
• Management responsibility
• Resource allocation
• Cost/benefit analysis
• Risk assessment
In the Implementation Assistant [IA]:
→ Open the Roadmap down to the activity Create and Issue Project Charter
as described in 2-1 above
On the lower right screen area, double-click the document entitled
Project Charter
(document type:
Guidebooks
).
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2-3
ASAP outlines key roles required to run an SAP implementation. ASAP also
provides detailed procedures and steps for setting up a project organization, project
areas, and clearly defined Project Roles.
Each role is assigned tasks to be performed within the project plan.
In the Implementation Assistant [IA]:
→ Open the Project Preparation phase (as described in solution 2-1)
→ Open the work package Initial Project Planning
→ Open the activity Determine Project Organization
→ Open the task Define Project Organization and Create Teams
You can now view the procedure and steps recommended by ASAP to determine
the project organization.
2-4
The accelerator is the Sample Scope Document (
Scope Document
).
In the Implementation Assistant [IA]:
→ Open the Project Preparation phase (see solution 2-1).
→ Open the work package Initial Project Planning
→ Open the activity Review and Refine Implementation Strategy
→ Open the task Review and Confirm Implementation Plan
The accelerator
Sample Scope Document
appears on the
Links
tab page on the
lower right screen area.
2-5
The ASAP methodology provides two detailed activities to support the
development of standards and procedures in a project. They are in the
Project
Procedures
work package in the
Project Preparation
phase:
1) Define Project Management Standards and Procedures
2) Define Implementation Standards and Procedures
These procedures will provide fundamental information that will be referenced
throughout the implementation.
In the Implementation Assistant [IA]:
→ Open the Project Preparation phase (see solution 2-1).
→ Open the Project Procedures work package
→ Open the activity Define Project Management Standards and Procedures
On the right screen area, you can now view the procedure and steps recommended
by ASAP to determine the project management standards and procedures.
In the same work package, open the activity
Define Implementation Standards
and Procedures.
You can now view the procedure and steps recommended by
ASAP to determine the implementation standards and procedures.
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2-6
ASAP provides an in-depth white paper on testing strategies.
ASAP recommends the following types of testing:
• Unit testing
• Scenario testing
• Development testing
• Integration testing
• Technical system testing
• Performance testing
In the Implementation Assistant [IA]:
→ Open the Project Preparation phase in the Implementation Roadmap
→ Open the Project Procedures work package
→ Open the Define Implementation Standards and Procedures activity
→ Open the task Define Testing Strategies
The
Testing Strategy White Paper
appears on the
Links
tab page on the lower
right screen area. Double-click this document to display it.
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Solutions
Unit: Implementation Roadmap
Topic: Phase 2: Business Blueprint
3-1
The purpose of this activity is to conduct project team training for team members so
that they obtain functional and technical knowledge of the R/3 System. This course
enables the project team to start to match their business requirements with R/3
functions during the Business Blueprint phase.
3-2
The course can take place either at the customer site or at an SAP training center.
Additional means of training to supplement core training are currently being
developed and will be available in the future.
3-3
See the exercise description.
3-4
3-4-1 Q&Adb
3-4-2 Organizational
Structure
Workshop
In the Implementation Assistant [IA]:
→
Open the Roadmap by clicking the
!
icon. Call up
ValueSAP -
Implementation
and
Implementation Roadmap
→
Open the
Business Blueprint
phase
→
Open the work package
Organizational Structure Definition
→
Open the activity
Define Business Organization Structure
3-4-3 In the Q&Adb
3-5
3-5-1 Business Process Workshop
3-5-2
In the Implementation Assistant [IA]:
→
Open the Business Blueprint phase
→
Open the work package Business Process Definition
→
Open the activity Prepare for Business Process Workshops
3-5-3 In the Q&Adb
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3-5-4
In the Q&Adb:
→
Open the SAP Reference Structure
→
Open the Business Processes structure item
→
Open the enterprise area Sales and Distribution by choosing the
!
icon
→
Open the node Sales Order Processing: Make/Assembly To Order by
choosing the
!
icon (scenario)
→
Select the Sales order process group
→
Open the context menu (right mouse click)
→
Select Set in scope
Repeat these steps for the process groups
Shipping
and
Billing
in the same
scenario.
3-6
In the Q&Adb:
→
In the Q&Adb, choose View in the menu bar
→
Select By owner
If owners are set, the corresponding structure items are displayed.
3-7
3-7-1
In the Q&Adb:
→
In the Q&Adb, go to the Business Processes node as described in
solution 3-5-2
→
Open the enterprise area Sales & Distribution node by choosing the
!
icon
→
Open the node Sales Order Processing: Make/Assembly to Order by
choosing the
!
icon
→
Open the Shipping node by choosing the
!
icon
→
Choose Delivery Processing
→
Select the Business Analysis tab page under Associated items: ... on the
right screen area
→
Choose Questions under the column Item name
→
Double-click the Answered field. Enter the results of the workshop for
each question.
Choose
OK
, to close the
Answer Question
dialog box. The number of
questions answered appears under the
Answered
column on the upper right
screen area.
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3-7-2 To record the findings of the detailed requirements workshop for the CI
template, follow the first six steps described in solution 3-7-1. On the
Business Analysis
tab page, select
CI template
.
Fill out the Description field for the two areas described in the exercise.
Save your entries and close the dialog box.
3-8
3-8-1 In the Q&Adb, you can assign a business owner or consultant as the person
responsible for business processes or other structure items.
3-9
You use a Functional Specification to perform a technical analysis.
3-10
3-10-1 The following reports are available:
Business Blueprint - detailed documentation of the results gathered during
the requirements workshops
Master Lists - documentation of the business processes, general settings,
master data and transactions defined in the project scope
3-10-2
→
In the Q&Adb, choose Reports in the menu bar
→
Choose Business Blueprint and Business processes and generate the
document without making any further entries.
→
Choose Master lists and Business Process Master List and generate the
document without making any further entries.
The files in the Q&Adb can be found under the Reports structure item.
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Solutions
Unit: Implementation Roadmap
Topic: Phase 3: Realization
4-1
4-1-1 The master lists are the tools used to manage, monitor and drive the
configuration, confirmation, and integration process. Specifically, the
BPML acts as the central repository and contains all the R/3 business
processes and transactions that represent the scope of the project.
Worksheets can be generated within the BPML, to specify sequence, and to
schedule and assign responsibility for the work involved.
4-1-2 The key inputs used to manage, control and drive the configuration and
confirmation process are the worksheets derived from the master lists. The
master lists reflect the information defined in the Business Blueprint
document generated in Phase 2. The Business Blueprint contains all the
business requirements that were defined in the Q&Adb along with project
scope.
4-2
ASAP recommends dividing configuration into two areas: Baseline and Final
configuration.
Baseline configuration uses a functional approach to configure the system. During
Baseline configuration, you work on processes that can be configured without using
programming or enhancements.
Final configuration uses a process approach that refines the configuration to the
business process.
Final configuration must reflect how you run your business. Final
configuration should be divided into four cycles. Each cycle builds on the other,
providing continuous refinement throughout the Final configuration. What you
learn in the initial configuration cycle can affect subsequent cycles.
4-3
4-3-1 The responsibilities assigned in the baseline scope apply to the
configuration expert, the writer and the tester.
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4-4
4-4-1 ASAP provides an accelerator called
Cycle Concept and Group Definition
Checklist
, which provides in-depth information about the configuration
cycle concept. You can determine what cycle to assign your configuration to
using the criteria taken from the following
configuration cycle concept
checklist:
•
Cycle 1 - Tune the configuration to the business process for master data
and high-priority basic transactions. (This cycle is intended primarily for
transferring baseline knowledge between consultants and customer
configurators).
- Examples: Creation of sales areas, G/L account codes, factory
calendars, and customer matchcodes
- High-priority master data: Material master records, vendor master
records, customer master records, initial inventory stock.
- High-priority basic transactions: Create Sales Order, Create
Purchase Order, Create Production Order and Apply Customer
Payment
•
Cycle 2 - Complete the tuning of the configuration and business
processes for master data and basic transactions. As you progress into
Cycle 2, you will be looking at less frequent basic transactions and
conditions.
- Examples: Create pick-pack requirements, transport routes and
interest calculation rules, and define vendor dunning rules
- Master data: Customer credit limits, material determination records.
- Basic transactions (medium priority): Create Quotation, Create
Collective MRP, and Create Vendor Down Payment Request
• Cycle 3 - Refine the configuration and master data by running high
priority business processes.
- Examples: Cost center analysis and physical inventories, create a
sales order with delivery or billing block, create a standard sales
order, create a delivery note for that order, and post goods issue for
that delivery.
• Cycle 4 - Complete the refinement of the configuration by running
business processes that include exception transactions, reports, user
profiles and all business processes within a given function or R/3
component, to ensure readiness for integration testing.
4-4-2 Once you have identified what configuration takes place in which cycle, you
can store this information in the BPML.
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4-5
4-5-1 Both unit testing and scenario testing are performed as part of the Baseline
and Final configuration.
Unit testing is the lowest level of testing where the program or transaction is
tested and evaluated for errors.
Scenario testing involves test chains of transactions that flow together, and
which reflect important business processes.
Integration testing is driven from the previous testing efforts (unit and
scenario). The test cases and scenarios that were used for Baseline and Final
configuration are enhanced for an integrated test, which represents business
process flows with “touch points” from beginning to end (end-to-end).
4-5-2
In the Implementation Assistant [IA]:
→
Open the Roadmap by clicking the
! icon. Call up ValueSAP -
Implementation and Implementation Roadmap
→
Open the Realization phase
→
Open the work package Final Integration Test
→
Open the activity with the Prepare Final Integration Test
→ Open the task Set up Test Team and Logistics
On the right screen area, you can now view the description and steps
recommended by ASAP to determine the
Set up Test Team and Logistics
.
Define Integration Test Scope
Define Integration Test Cases
Create Final Integration Test Plan
4-6
4-6-1 Responsibility for the integration test becomes that of the business process
owners and power users rather than consultants. This will help to instill a
sense of ownership with the business process owner and should make it
easier to ensure acceptance at the end of the phase.
4-6-2 There should also be a change in the make-up of the testing teams between
the configuration cycles and integration testing. As the test becomes more
integrated, the test team should include team members from every enterprise
area being tested. This will ensure that all processes are properly tested.
Extended teams members should be involved to ensure you meet the
company’s business requirements.
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4-7
In the Q&Adb:
→
Select the Reports structure item on the left side in the Q&Adb
→
Expand the Master Lists node by clicking the
! icon
→
Expand the BPML node by clicking the
!
icon
→
Click on a BPML document
→
Select Open Report
→
Open the worksheet Baseline
→
Search for the Documentation Links columns (columns j-n)
Line 2 contains the different document types:
CI, BPP, Case procedure, Test Scenario, Project document
4-8
The Business Process Master List (BPML), along with the Business Blueprint, is a
key result of the second phase of the Roadmap.
The Microsoft Excel tables contain the SAP scenarios, process groups, and
processes that have been set in scope in the SAP Reference Structure, and are
crucial for configuring your SAP System.
In Realization, the third phase of the Roadmap, the BPML provides the basis for
monitoring and steering test activities and for configuring your SAP System. It
contains the titles of the structure items, and displays the status, the owner, links to
documentation and links to the R/3 System.
Amongst other things, the BPML allows you to:
•
Define the baseline and final scope, which form the basis for Baseline and
Final configuration
• Access the Project IMG and specific IMG activities assigned to structure items.
• Access integration test plans, which help you carry out all required integration
tests.
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SAP AG 1999
ASAP-Related Topics
z
Upgrade Roadmap
z
Global ASAP
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SAP AG 2001
On completion of this unit, you will be able to:
z
Outline the role and content of the ASAP
Roadmap for Upgrade
z
Explain the purpose & function of Global ASAP
ASAP-Related: Unit Objectives
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ASAP-Related Topics
Upgrade Roadmap
Global ASAP
ASAP-Related: Overview (1)
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SAP AG 1999
Defining the Points on the ASAP Upgrade Roadmap
Upgrade Project
Preparation
Business
Blueprint
Realization of
DEV and QAS
Realization of
Production Go Live &
Support
•
Initial Upgrade Project
Planning
•
Upgrade Project
Procedures
•
Technical Requirements
Planning
•
Upgrade Preparation
•
Analysis of the Productive R/3 System
•
Gather Information on Functionality
of the new R/3 Release
•
Analyze and Classify the use of new
Standard Functionality
•
Define Aims of the Upgrade Project
•
Training for Upgrade Business Blueprint
•
Upgrade and Test
Development System (DEV)
•
Upgrade and Test
Quality Assurance System (QAS)
•
Training Upgrade Realization
•
Training Upgrade
Final Preparation
•
Upgrade Production
System
•
Project Support
Phase 1: Upgrade Project Preparation - The purpose of this phase is to provide initial planning and
preparation for your R/3 upgrade project. Although each upgrade project has unique objectives,
scope and priorities, the steps in Phase 1 help identify and plan the primary topics that must be
considered.
Phase 2: Business Blueprint - The purpose of this phase is to establish a common understanding in
your company about how the new R/3 release will handle your current business processes after the
R/3 upgrade.
Phase 3: Realization of DEV and QAS - The purpose of this phase is to perform the upgrade of all
non-production R/3 Systems, which normally include development (DEV) and quality assurance
(QAS) systems, and to ensure the quality of this upgrade process by comprehensive testing. You
need to upgrade your DEV and QAS systems before performing the upgrade for your production
system (PRD). Furthermore, you will develop your end user documentation and training in this
phase.
Phase 4: Realization of Production - The purpose of this phase is to complete the final preparation
for the upgrade of the production R/3 System, and end user training, if necessary. On the successful
completion of this phase, you are ready to run your business in your upgraded production R/3
System.
Phase 5: Go Live and Support - The purpose of this phase is the transition from your previous R/3
System to a newly upgraded and improved R/3 System. Be aware that you must set up an ongoing
support organization to service your R/3 users, both during the first few days of your upgraded
production operations, and on an ongoing basis.
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R/3 Upgrade of DEV System
M
aint
enanc
e
Man
ual
SAP
Corrections
SAP
4.6B
Release
SAP
Release 4.6c
Worry free with
Worry free with
R/3!
R/3!
R/3
Home Sweet Home !
Home Sweet Home !
I'm so glad we
decided not to
make those
modifications!
The purpose of the R/3 Upgrade DEV task is to execute the R3up program which upgrades the R/3
development system. In the course of the upgrade, you are asked to run transaction SPDD. This
transaction allows you either to return modified data dictionary objects to the SAP standard, or to
incorporate the changed object function into the new release.
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SAP AG 1999
ASAP-Related Topics
Upgrade Roadmap
Global ASAP
ASAP-Related: Overview (2)
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SAP AG 1999
Global and Local Elements
Documen-
tation
IMG structures
and settings
Global
customer
developments
Organiza-
tional structure
Master data
documents
Country
versions
Local
develop-
ments
Global and inte-
grated processes
Local
processes
Global
Elements
(Template)
Strategy
Local Roadmap
Global Roadmap
Customer Solution Strategy Roadmap
Some of the challenges a company wanting to implement R/3 at more than one site might face are
outlined below. Global ASAP is the SAP solution designed to facilitate meeting these challenges. It
both builds upon and coordinates with the ASAP implementation methodology.
Some challenges for the multi site and/or multi national SAP Iimplementation:
y
Global business processes and data issues - Business standardization, Legal requirements
y
Geography and cultural issues - Geographical spread and time-zone differences, Cultural
differences between international sites, Communication challenges and local acceptance / buy-in,
Diversity within regional IT systems in use
y
International team structure and program organization - Geographical spread and time-zone
differences, Internationally balanced teams, Distributed support over regions / continents, Change
Management, Coordination of rollouts in multiple regions / countries
y
Diversity within regional IT systems in use - More complex configuration management; variations
in regional IT infrastructures
Each local implementation reuses a global template, combining in the local requirements. In this way
a global template is developed once and then reused.
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Prepare, configure, confirm & test a global template
Global Business Blueprint
2
3
Global Realization
4
Global Maintenance & Support
Global template roll out
ASAP Roadmap
Project
Preparation
Business
Blueprint
Realization
Final Preparation
Go Live &
Support
Continuous
Change
Define corporate level ‘global strategy’
Global ASAP Methodology
Define, prepare & set up a Global Template Project
Gl
ob
al
A
S
A
P
Meth
od
ol
og
y
Gl
ob
al
A
S
AP
Meth
od
ol
og
y
1
Global Program Setup
ASAP Roadmap
Project
Preparation
Business
Blueprint
Realization
Final Preparation
Go Live &
Support
Continuous
Improvement
ASAP Roadmap
Project
Preparation
Business
Blueprint
Realization
Final Preparation
Go Live &
Support
Continuous
Improvement
Global ASAP is the implementation methodology for multi site and/or multinational
implementations. It represents a new implementation layer above the Standard AcceleratedSAP, and
uses a centralized approach, with the global template rollout as its main focus
Global ASAP comprises a Roadmap structured according to the ASAP principle, including step by
step instructions (how tos), accelerators & tools. The focus is to address global/multi site as opposed
to local level activity.
Global, corporate level strategy is defined and used to prepare & set up a Global Template Project.
This project prepares, configures, confirms and tests a global template which it rolls out for use in
each local implementation. The Global Template Project supports the local implementations. There
is also continuity between the Global ASAP methodology and the ASAP methodology used for each
local implementation.
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SAP AG 1999
Global ASAP - Overview of Phases
SAP AG 1999
SAP AG 1999 A01 SAPPHIRE’99, Nice (Autor) / 1
Global
Program
Setup
Global
Business
Blueprint
Global
Realization
Global
Maintenance
and Support
Activities
Program
Preparation
Set up Global
Template
Project
Prepare
Template
Define Global
Business
Process
Models
Define Global
Systems
Environment
Configurate
and confirm
Template
Define Global
System
Management
Carry out final
Integration
Test
Execute
Rollout
Support local
sites /
subsidaries
Carry out Post-
Rollout
Activities
Ensure
continuous
improvements
Program Management
Change Management (Training, Communication, Team-Building, Motivation, etc.)
Quality Assurance
1
2
3
4
The Global ASAP Roadmap consists of four phases which chart a course to a successful global
implementation.
Based on the Strategy Definition constructed at the evaluation phase of ValueSAP, Global Program
Setup helps customers prepare a detailed program plan, set up the Global template and define all the
activities which will need to be carried out during the roll out of the system functions at the central,
regional and local levels. At this stage the business case, which defines the specific benefits expected
from the implementation, is also defined.
The second phase, the Global Business Blueprint, is characterized by the creation of the R/3
development systems and templates. It includes defining the global system landscape, documenting
the scope of the implementation at the global and local levels, defining which processes and master
data need to be standardized, and describing the global parameters, interfaces programs and data
conversions which will be required.
The work packages in the third phase, Global Realization, deal primarily with the configuration of
the Global template. This template is not destined for production start up, but is instead rolled
straight out to the regions, where local projects adapt and refine the Global template further to satisfy
local preferences and legislation. The final configuration of a global system is only genuinely
complete after both the template and at least one local roll out have been implemented.
The final phase of the Global ASAP Roadmap is maintenance and support. Experiences gained
during the roll out are now incorporated back into the global template in order to fine tune the
template and optimize business processes in later installations. At this stage the local benefits gained
are measured against the business case defined in phase one and any deviations analyzed and
corrected before proceeding with the global roll out.
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You are now able to:
ASAP Related: Unit Summary
SAP AG
z
Outline the role and content of the ASAP Roadmap
for Upgrades
z
Explain the purpose & function of Global ASAP