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Projektmanagement in einem weltweiten SAPRollOutProjekt TOBAVortrag 11'06'2009

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Title: Projektmanagement in einem weltweiten SAPRollOutProjekt TOBAVortrag 11'06'2009


1
  • Projektmanagement in einem weltweiten
    SAP-Roll-Out-Projekt TOBA-Vortrag 11.06.2009
  • Dietmar Dung, trainers4training GmbH stv.
    Vorsitzender TOBA-Team e.V.

2
Projektüberblick
3
Grunddaten Start des Projekts Okt 2007
Wave1 Status aktuell Wave 1 Go-Live
6.7.2009 Wave 2 Kick-Off 1.4.2009 Gesamt mind.
5 waves bis Ende 2011
4
High Level Project Scope
Modules in Scope
  • Finance (FI)
  • Asset Accounting (FI-AA)
  • Revenue Cost Controlling (CO)
  • Project System (PS) for RD Project Cost
    Controlling
  • Procurement and Material Management (MM)
  • Inventory Management (IM), Warehouse Management
    (MM)
  • Enterprise Buyer Professional (EBP) for Indirect
    Materials Procurement
  • Production Planning (PP - Make to Order
    Stock)
  • Sales Distribution (SD Down- Upstream),
    Logistics Execution (LE)
  • Customer Service (CS) for Repairs
  • Environment, Health and Safety (EHS)
  • Quality Management (QM) at Goods Receipt and on
    Shop Floor
  • Product Lifecycle Management (PLM)
  • Variant Configuration (VC)
  • Document Management System

To be implemented
Not to be implemented
Interfaced
5
Wave 1 Project Organization
Steering Committee
Advisory Board
Program/Project Management
Business Process Requirements Mgmt
Application Solution Design
Technical Implementation Support
Change Management Training
Project Mgmt. Office, Quality Management
Development TL Interfaces Bolt-Ons/P41
Reports Forms Development Offshore Center
Bangkok / Coordination EDI Technical
Support (Basis) (Tech. Support)
Change Mgmt
Project Management Office TL (Comm., Risk
Mgmt.) (Project Planning) (Controlling) (Admin) (C
R Mgmt) (Wave 2 Preparation)
TL (FI) (CO) (Value Stream/Costing) (PS)
(Logistics Invoice Verification)
TL
FI/CO
Training TL Dietmar Dung Trainer Wolfgang Klein
(SD/CS) Thomas Trautmann (MM/IM) Christoph Rauch
(FI) Ivana Giusto (SD/CS) Christian John
(CO) Michael Kaiser (PP/APO) Simon Boesser
(MM) Uwe Fritz (QM/BI) Peter Menzel (FI) Andreas
Vollmer (PP) Walter Nicolau (FI/AM)
Quality Management TL (Test Mgmt.) (Methodology)
(Milestones, Q) (Part 11) (SOX)
TL
TL (PP) (SD) (SD) (MM) (IM/EBP/Kanban) (CS) (Fore
ign Trade) (SWP/Barcode) (Archiving) (Archiving) (
SD) (Variant Config.) (QM)
Authorizations TL
SCM
Rollout Management
Migration TL (FI/CO) (FI/CO) (SD/PP) (SD/MM) (S
D/MM) XI Data Migration Programming TL Moskau
(FI/CO) (SCM)
Global Rollout Coordination Local Coordination
DE-Loc1 Local Coordination CH Local
Coordination DE-Loc2 Local Coordination
NL Cutover Management
TL
PLM
TL
TL
DI
TL
TL
BW
6
Wave 2 Project Organization
Steering Committee
Process Owner Board
Program/Project Management
Wave 2 Management
Business Process Requirements Mgmt
Application Solution Design
Technical Implementation Support
Change Management Training
Project Management Office, Quality Mgmt.
Change Management
Development
(SCS) (Physical Stock Count) (EBP) (PP) (PP) (PP)
(Archiving) (EDI) (MM/IM) (MM) (QA) (EHS,
Material Master WF)
Logistics
Rollout Management
US CN IND AUS SIN
Authorization
Basis Operations
Training Dietmar Dung
Migration
Trainer Wolfgang Klein (SD/CS) SIN, AUS Thomas
Trautmann (MM/IM) SIN Christoph Rauch (FI)
SIN, AUS Michael Kaiser (PP/APO) SIN, AUS Simon
Boesser (MM) SIN, AUS Andreas Vollmer (PP, QM,
BI) - SIN Werner Berghausen (SD, CS)
SIN Trainerteam China (3-4 trainers)
Sales Service
(Foreign Trade) (SD) (CS)
(SD) (CS)
Finance Controlling
(CO Costing, Value Stream) (PS) (FI) (CO)
(FI) (CO) (CN/FI)
Data Integrity
May 14th 2009
incl. LOG Reporting
Development Support
7
(No Transcript)
8
(No Transcript)
9
Wave 1 Key Project Phases and Major Milestones
25.05.2009
Technical Implementation ()
21.05. PS1 Setup completed 25.05. Forms,
Interface Programs, Enhancements developed 26.06.
04.05.2009
29.05.2009
05.06.2009
SD Forms Completion
SD Forms
Integration Test
Re-Test
22.05. Test Script execution completed 29.05.
Authorization Test Script execution
completed 29.05. Review of open defects and
final test results 05.06. Re-Tests of all
defects successfully completed
02.06.2009
AGLS
Cutover
02.06. Migration started 03.06. Material Master
Agile / MARA load completed 09.06. Material
master MARC load completed 15.06. Vendors
loaded 15.06. Customers loaded 15.06. Dependent
objects loaded (Masterdata loaded) 29.06.
Evaluate GoLive Readiness 06.07. Transactional
data loaded  
Go Live July 6th
29.05.2009
24.04.2009
MIG 3 Data Testing
24.04. Client Copy 30.04. Client prepared for
migration 11.05. Master data (material,
customer, vendor) completed 12.06. 20.05. SD-/MM
objects, Equipments, Open item vendor,
Open Sales orders, completed 29.05. FI
objects, take over stock, consumptions,
open purchase orders, completed
30.06.2009
25.05./02.06.2009
Training CO / PEC / Medios
Training (D. Dung)
x
03.06. ERL / 06.06. other SAP Overview
Training 30.06. Training completed
30.06.2009
Data Cleansing
29.05. Agile cleansing acitvities
completed 03.06. Legacy cleansing activities
completed costprices for materials, value
classes for materials, blocking codes, customer
hierachy/characteristics, vendor
characteristics 30.06. Legacy cleansing
activities completed open POs, open sales
orders, inventory for materials, German material
texts
01.07.2009
Training Documentation
After Go Live Support Period End Closing
10
Detailed Project Phases, Milestones and Key
Deliverables
Project Management
Plan Control
Project study/ eval-uation1)
Analyze
Post Implemen-tation Review Survey
  • Project Schedule
  • Milestone Trend Analysis (MTA) Report
  • EVA/ROI Tool

Verification and Validation Plan
  • Rollout Plan
  • Test Status Report
  • EVA/ROI Tool
  • PMS400 Presentation

DRAX Project Order EVA/ROI Tool
EVA/ROI Tool PMS200 Presentation
Scope list
Project Delivery
Analyze
Realize
Define
Post Go-Live Supp.
Deploy-ment
Integrat-ion Test
Module Test
Specify Functions
Gather Requirements
Business Plan (Opt) Requirements Specification
Functional Specification Requirements
Traceability Matrix SLA Infrastructure Config
Mgmt Plan
  • Regulated Solution Checklist

Technical Specification Test Cases Communication
Plan (Opt)
Customization/ Development
Production Implementation Plan Education Plan
(Opt) Prod Readiness Checklist
  • Performed in the Demand Management Process
  • Parallelization of phase possible if rapid
    prototyping approach is followed

Quality Management Documentation Requirements
  • Quality Management Plan
  • PMS200 Quality Assessment Rpt
  • PMS400 Quality Assessment Rpt
  • Test Summary Report/ Form for Validation
  • PMS080 Quality Assessment Rpt
  • PMS650 Quality Assessment Rpt

QM elements required ONLY for regulated IT
solutions and services.
PMS400 Go Live
PMS200 - Requirements (Functions) Specified
PMS080 Project Authorized
PMS010 Project Aligns with Strategy
PMS650 Proj Close
11
The Project Phases are interwoven between the
Waves.
Detailed Project Phase overview for Waves 2,3
2009
2010
Oct
Sep
Aug
Jul
Jun
May
Apr
Mar
Feb
Jan
Dec
Nov
Oct
Sep
Aug
Jul
Jun
May
Wave 2
Wave 4
Wave 3
GoLive Wave 1
GoLive Wave 2
GoLive Wave 3
PM
SAP_at_XXX Project Management
Plan
Plan
Plan
Plan
  • Singapore
  • China
  • Indonesia
  • Australia
  • Business Process Requirements
    / Application Solution Design
  • Gather Requirements
  • Specify Functions
  • Integration Test
  • Deployment
  • OCM / DI

Local Functional Project Team
Define
Integr. Test
Deploy
Local Functional Project Team
Define
KT Documentation Baseline
  • USA
  • Canada

Deploy
Local Functional Project Team
Define
Integr. Test
SME
SME
S M E
  • Technical Implementation
  • Customizing
  • Development
  • Migration
  • Test (Unit Module Test)

Realize
Realize
Realize
Extended Support Wave 1
CCS
Service Support
Service Delivery EMEA
Service Delivery APAC
Service Delivery AMERICA
Legend
Wave 2
Wave 3
Wave 4
12
The Project Phases at XXX are aligned with PLM
Methodology.
  • Each project phase has clear entry and exit
    criteria, defined deliverables (level of detail /
    quality) and clear responsibilities assigned.
  • For each phase, a phase owner is defined. He/she
    is in charge of delivering the entire project
    phase in time and budget
  • A detailed tracking is set up on activities /
    deliverables level ensuring early warnings on
    delays.

Operate and Sustain
Realize
Define
Analyze
Plan Control
PLM
HIT CCS Project Delivery Approach
Project Management
Plan Control
Project study/ evaluation
Project Delivery
Analyze
Realize
Define
Post Go-Live Supp.
Deploy-ment
Integrat-ion Test
Module Test
Specify Functions
Gather Requirements
13
The main project phases for the current XXX FY
are Gather Requirements and Specify Functions.
Project Management
Plan and Control PMOQM
Project Delivery
Define
Analyze
Baseline
  • Prepare - Review High Level Offer List - Review
    existing documents Blueprints Process flows
  • Key requirement lists business cases etc.
  • - Individual KT-Preparation
  • Execute - Prepare Execute short Knowledge
    Transfer Sessions to Wave 2 BPR Team
  • Participate in End-User Trainings
  • - Write Functional specs
  • Transition - Transition Meeting (s) where
    necessary
  • Prepare - Plan Set up Project - Plan Set up
    QM
  • Execute
  • Create Business Case
  • Create Project Schedule
  • Create Quality Plan
  • Create and align detailed Workplan(s)
  • Define Project Roles Responsibilities
  • Create Regulated Solution Checklist
  • Conduct feasibility Study for selected
    process(es)

Specify Functions
Gather Requirements
  • Prepare - Knowledge Transfer (if applicable)
  • Execute - Specify design functions
    requirements preparation of functional
    design forms
  • - Specify functional designs of RICEFs (if
    applicable) - Enhance process(es)
    documentation of Requirements Specification -
    Ongoing alignment with Business/ IT side (if
    applicable) - Prepare Transition to Realize
    Phase/ Technical Design
  • Prepare - Prepare Fit/Gap Workshops
  • Execute - Execute Fit/Gap Workshops (Fit/Gap)
    (Roll Out, Verify, New Processes) - Analyze
    Processes and identify, collect specify
    additional Requirements - Plan Test(s) - Ongoing
    aligment with Business/ IT side (if
    applicable) - Execution of Verification -
    Workshop(s) with Business - Prepare Handover to
    functional Design
  • Sign off Transition - Schedule Sign off
    Transition Meeting (s)
  • Sign off Transition - Schedule Sign off
    Transition Meeting (s)
  • Sign off Transition - Schedule Sign off
    Transition Meeting (s)

13
14
Roll-Out-Typen und Bedeutung für den geschätzten
Aufwand
15
Each business process has been evaluated
regarding type of implementation and complexity.
Type of Implementation
Complexity
  • Rollout (R) Process will be rolled out in country
    (ARE) without any change except of Org
    Customizing
  • Verify (V) Process will be evaluated and changed
    if necessary
  • New (N) Process will be implemented for the first
    time at a country (ARE)
  • Low (L) Business process consists of little steps
    and variations
  • Medium (M) Business process consists of a
    standard number of steps and variations.
  • High (H) Business process is highly complex with
    many variations leading in a high define /
    realize effort

Estimated Effort per Process Implementation in
Man Days per Project Phase
9 hour working day without RICEFWs
16
All RICEFW objects are assessed towards type of
implementation, complexity and object type.
Type of Implementation
Complexity
Object
  • Rollout RICEFW object will be rolled out in
    country (ARE) without any change in ABAP coding
  • Modification Object will be verified and changed
    if necessary
  • New Implementation Object will be implemented
    for the first time at a country (ARE)
  • Low (L) RICEFW object as low technical complexity
  • Medium (M) Object features a standard (medium)
    technical complexity
  • Complex (H) Define and Realize of Object is
    highly complex with many variations
  • Reports
  • Interfaces
  • Conversions
  • Enhancements
  • Forms
  • Workflows

Estimated Effort per RICEFW object in Man Days
per Project Phase
Effor all phases (definerealize) on a 9 hour
working day basis
17
Streams und Meeting-Kultur
18
The new organization consists of three basic
elements Work Streams, Work Stream Teams and
Functional Teams
Work Streams
Business Process Requirements Mgmt
Application Solution Design
Technical Implementation Support
Change Management Training
Project Management Office, Quality Management
Rollout Management
Work Streams are the main organizational unit
within SAP_at_ project. Each work stream is lead by
a work stream lead who is responsible for the
defined deliverables in his/her stream and
management/coordination of all resources
assigned.
Functional Team, e.g. FI/CO
Work Stream Team, e.g. Authorizations
TL XXX (FI) XXX (CO) XXX (Value
Stream/Costing) XXX (PS) XXX (PS-Reports) XXX
(Logistics Invoice Verification) XXX (SQT)
TL XXX (YYY-US/FI) XXX (YYY/CO) XXX (YYY-CN/FI)
Authorizations TL XXX XXX XXX
  • Functional teams consists of members of more than
    work streams, in most cases from
  • Business Process Requirements Management
  • Application Solution Design
  • Functional teams are organized along key SAP
    module areas, e.g. FI/CO, SCM, etc.

Work Stream Teams consists of members of one work
stream. This can be either all members of a
particular work stream or a subset of people
being logically grouped together, e.g.
Authorizations or Migration. For each Work Stream
Team a lead is responsible for the defined
deliverables within his/her team.
19
The SAP_at_XXX meeting structure covers both Wave 1
and Wave 2 meetings.
Exemplary Week
Mon
Wed
Tue
Thu
Fri
Group
Occurrence Weekly Bi-weekly
  • Participation is mandatory. If you cannot
    participate in person, call in.
  • Each meeting is led by the respective team lead
    PMO will set up outlook appointment and dial in
    number.
  • Each meeting uses the standard agenda, see
    following slide.
  • Meeting minutes are mandatory and are stored
    here Sharepoint Project Managementgt Teams
  • Decision and activity lists are updated for each
    meeting. Risks are extracted from these lists.

Template
20
Detailed meeting description
Jour fix work stream team Training
Lead/ Sponsor
Standard Agenda
Dietmar Dung
  • Current Status
  • To Dos Tasks Responsibilities
  • Issues (open, critical)
  • ETC progress achieved
  • Risks (technical, financial, resource, process)

Objective
  • Update on status of tasks, ETCs and risks
  • Assignment of tasks
  • Identification of issues related to Application
    Solution Design, Business Process
    Requirements Mgmt and Development team (part of
    Technical Implementation Support)

Members
Input
Output
  • Status on individual work packages
  • Technical Implementation and Support status
  • Status process changes (from functional teams)
  • ETC
  • Risks
  • Items for other work streams
  • Status training coordination
  • Status training/help documentation

Wolfgang Klein (SD/CS) Thomas Trautmann
(MM/IM) Christoph Rauch (FI) Ivana Giusto
(SD/CS) Christian John (CO) Michael Kaiser
(PP/APO) Simon Boesser (MM) Uwe Fritz
(QM/BI) Walter Nicolau (FI/AM)
Meeting Frequency
Meeting Minutes Path
  • Weekly, Mondays
  • SAP_at_XXX gt Project management gt 00_Admin

21
Beispiel eines All Team Meetings nebst Agenda
22
Agenda
23
Team status
Workstream Team Status Report
R
A
G
Corrective actions required
Manageable issues/risks, actions planned
No significant issues
24
Wave 1 - Program Level Report
Management Decision Required
Key Issues and Discussion Items
Project Scoreboard
  • SCHEDULE
  • Improved
  • Forms validation delayed
  • SCOPE
  • ETC
  • Change Requests
  • Budget
  • Updated Forecast enclosed
  • RESOURCES
  • Review Risk management
  • DATA MIGRATION
  • Slide from SIS
  • OTHER
  • Integration Test

Financial Forecast
Key Accomplishments
  • Project Management
  • Planning for Forecast and Budget delivered
  • Updated test concept
  • Lessons learned Workshop conducted
  • Project Deliverables
  • Data Migration / Forms gt separate Slide
  • UAT Bugs fixed
  • CF XXXit Tasks started
  • Start of Integration Test in all four locations
  • Start of data migration test-3 that serves as the
    basis for migration object validation

See legends below for schedule, scope and budget
Major Deliverables Schedule
Create Training Materials Mo 18.05.09 96 Develop
Conversion Programs Do 28.05.09 78 Develop
Application Interface Programs Mi
27.05.09 85 Develop Enhancements Mi
27.05.09 91 Create Forms Mi 27.05.09 84 Establi
sh User Role /Authoriz. Concept Mi
20.05.09 93 Final Integration Test (Prep.
Exec.) Fr 29.05.09 73
Significant Upcoming Milestones
  • Data Migration Mig 3, - scheduled to be complete
    by May 28th,2009
  • Integration test Start May 4th, 2009 scheduled
    to end May 29th, 2009
  • End user training May 25th to June 30th (and
    beyond)

Budget Legend
As Planned
101-120
gt120
25
Agenda
26
Priorities
  • Project Management
  • Wave 1
  • Budget Planning
  • Steering Board meeting May 14, 2pm
  • Wave 2
  • workshop planning, including "letter of
    announcement", agenda, contents, people
  • Budget Planning, Team planning split teams,
    effort and schedule between upstream and
    downstream workpackages
  • Team
  • Wave 1
  • Integration Test scripts support bug fixing
  • CutOver Detailed planning of final go-live
    phase, Re-planning of overloaded cutover
    resources
  • Production box creation, system version risk
    (resp. xxx)
  • Wave 2
  • preparation meetings integrated in the team
    meeting structure
  • workshop preparation

27
Agenda
28
SAP_at_XXX meeting ground rules
During the Meeting
After the Meeting
Preparation
The sound of the keyboard during telcos, discrete
blackberry checkers… Answering emails and
checking your laptop during meetings is simply
impolite, and also wastes your colleagues time.
Afer the meeting is before the meeting. Leaving
the rooms as you expect to see them when you
start a meeting, and taking on the tasks
allocated makes preparation that much easier and
faster.
Everyone knows how annoying tedious meetings are.
To make sure that we all get the most out of
every meeting, preparation is key.
29
SAP_at_XXX meeting ground rules After the meeting
After the Meeting
  • Everyone leaves the room clean cups, charts and
    cable are taken away or tidied up, and the beamer
    is turned off (do not just pull the plug!)
  • Participants individually follow up on their
    tasks up to due date fulfill tasks, notify
    involved team members, inform meeting organizer
    they are finished. In case of delays, the meeting
    organizer is informed immediately.
  • Delegates inform team member they substituted
    about meeting outcome and tasks.
  • If invited team members miss a meeting, its
    their individual responsibility to keep
    themselves informed read the minutes, ask the
    meeting organizer for more information, get
    information from delegate.

30
Agenda
31
Wave 2 - Status
Management Decision Required
Key Issues and Discussion Items
Project Scoreboard
  • SCHEDULE
  • key milestones to be presented
  • SCOPE
  • Scope list prepared and to be reviewed and
    approved in May workshop by SG, IND, CN and AUS
  • Request to move Japan to Wave 2
  • Budget
  • changes to budget to be approved
  • RESOURCES
  • Team setup to be confirmed
  • DATA MIGRATION
  • no activities yet
  • OTHER

Budget changes to be approved Wave 2 Project
organization to be approved Change of steering
board to include Wave 2 countries
Key Accomplishments
  • Preparation
  • Kick off workshop in Singapore scheduled
  • Scope list established for Wave 2 processes and
    development objects
  • Internal team members staffed
  • External team members secured and ready to start
  • Meeting structure established
  • Solution for resource conflicts between Wave 1
    and Wave 2 found

See legends below for schedule, scope and budget
Major Deliverables Schedule
Scope list (approved) Do 28.05.09 00 Workshop
planning and key user needs Mi 27.05.09 25 Knowle
dge Transfer W2 complete Fr 12.06.09 00 Function
al Specs completed and approved Mi 30.09.09 00
Significant Upcoming Milestones
  • Kick off for Wave 2 in Singapore May 25, 2009
  • Design finalized Wave 2 September 20, 2009

Budget Legend
As Planned
101-120
gt120
32
Team Name
Overall Status
G
Current Teams Priorities
Critical Items, Delayed Work Packages
  • Text
  • Text
  • Text

Status Overview
A
G
G
G
Milestone Delivery
Key Achievements
  • Topic 1
  • Text Text Text Text Text Text Text Text Text Text
    Text Text Text
  • Text Text Text Text Text Text Text Text Text Text
    Text Text Text
  • Text
  • Topic 2
  • No update
  • Topic 3
  • Text Text Text Text Text Text Text Text Text Text
    Text Text Text
  • Topic 4
  • Text
  • Text

Next Steps
  • Text
  • Text

R
A
G
Corrective actions required
Manageable issues/risks, actions planned
No significant issues
33
SAP_at_XXX Wave 2 Overall Status
Overall Status
G
Issues with Management Decision Required
Status Overview
G
A
Milestone Delivery
G
G
G
Key Achievements
  • Topic 1
  • Text Text Text Text Text Text Text Text Text Text
    Text Text Text
  • Text Text Text Text Text Text Text Text Text Text
    Text Text Text
  • Text
  • Topic 2
  • No update
  • Topic 3
  • Text Text Text Text Text Text Text Text Text Text
    Text Text Text
  • Topic 4
  • Text

Next Steps
  • Text
  • Text

R
A
G
Corrective actions required
Manageable issues/risks, actions planned
No significant issues
34
Agenda
35
Onboarding
Team lead triggers and controls this checklist
for their individual team members.
36
Offboarding
Team lead triggers and controls this checklist
for their individual team members.
37
Wozu Reporting und für wen und wohin?
38
Reporting Progress
Extended PM
Wave 2 Status
Progress Tracking
Team Status
Weekly
Monthly
Weekly
Monthly
39
Four Basic Projects Management Tools are
mandatory to be used in each and every XXX
Project.
Overview of Basic Project Management Tools
Action Items
  • Tracking of issues and open items
  • In addition to Work Plan
  • Relevant for other Streams / Teams

Monitor and Control Project Progress and
Deliverables
Work Plan
Meeting Minutes
Risks
  • A risk is a potential negative impact to some
    characteristic of value that may arise from a
    future event.
  • Risks may affect
  • Technology
  • Processes
  • Financials
  • People

Document Team/Stream progress, results achieved
and open points
Raising action items, issues and open items to
the next management level in hierarchy.
Escalation
Responsibility refers to tracking of items.
40
A clear workflow for each tool ensures tackling
the meeting minutes results, action items and
risks effectively.
Workflow and Responsibilities of Basic Project
Management Tools
Tool Created by Work Flow Owne
r (resp. for follow up)
Action Items
Work Plan
Meeting Minutes
Risks



Streams / Teams
Project Management
Streams / Teams
Streams / Teams
  • Streams / Teams identify action items -
    stream/team internal - external (for other
    streams/teams or PM)
  • All Items are followed up within meeting minutes
    by meeting organizer
  • Items relevant for escalation to Extended Project
    Management are sent to PMO (identified by
    team/stream lead)
  • PMO tracks these items in addition
  • General parameters are set by steering committee
  • Project Management requests input from work
    streams and teams
  • Project management creates work plan
  • Work plan is discussed with work streams and teams
  • Meeting organizer follows standard agenda
  • Topics for other streams/teams are identified
  • Risks are identified
  • Meeting organizer stores minutes (word) on
    SharePoint
  • Meeting organizes sends - minutes to
    participants - minutes to other project members
    requiring actions - Risk PPT to PMO
  • A Risk is identified by project member - via
    meeting - offline
  • Risk Template (PPT) is sent to PMO by - person
    identified risk or - minutes responsible
  • Risk is discussed in (Extended) Project
    Management

Streams / Teams PMO (global only)
Project Management
Streams / Teams
Project Management
41
A clear workflow for each tool ensures tackling
the meeting minutes results, action items and
risks effectively.
Escalation Procedure
  • Topics need to be escalated that you cannot solve
    on your own.
  • Procedure
  • Discuss topic with other project member (within
    own team or within other team)
  • If an open point prevents you from fulfilling
    your tasks, contact your team lead. Team Leads
    contact their Work Stream Leads. Make sure you
    have tried to reach that person at least twice
    (giving time in between to react) and making use
    of all communication methods available Stop by
    Desk, E-Mail, Mobile Phone
  • If your lead doesnt react within a proper time
    frame, go directly to the next level, e.g. -
    Team member to Work Stream Lead - Team Lead to
    Program / Project Management (Steering
    Committee)

Steering Committee
Program/Project Management
Work Stream Lead
Team Lead
Team Member
42
Risk Management is a mandatory discipline for all
XXX Projects and need to follow a standard
approach.
Core Process of Risk Management
Identification and Classification
Quantification of Risks
Prioritization
Derive Measures
Assign Measures and Track Risk
  • Assignment of responsible Persons based on -
    qualifications - resources - authority
  • Definition of target dates
  • Assessment of risks regarding probability and
    degree
  • Re-Organization of risks focusing on those that
    occurred first
  • Elimination of risks with low probability and low
    impact.
  • Probability
  • Probability of event
  • Degree
  • Impact of risk within the current project
  • Issue Tracking
  • Checklists
  • Expert Panels
  • Categorization of Risks
  • Strategic / Operational
  • Technology / Process / Finance / Employee
  • Risk Management
  • Risk Prevention
  • Risk Minimization
  • Risk Transfer
  • Risk Acceptance

Tackling and following up on Risks
  • All risks are documented in detail and updated on
    a weekly basis
  • Responsible persons are assigned to work on
    mitigation actions
  • Risks are discussed during weekly Extended
    Project Management Meeting and Escalated to
    Steering Committee if required.

43
Wo finde ich was? Sharepoint - Struktur
44
Share Point Document Storage
Project Phases
Define
Specify Functions
Gather Requirements
Baseline
https//workspace.XXX.com/content/10002202/010_Bas
eline/Forms/AllItems.aspx
https//workspace.XXX.com/content/10002202/030_Gat
her20Requirements/Forms/AllItems.aspx
https//workspace.XXX.com/content/10002202/040_Spe
cify20Functions/Forms/AllItems.aspx
45
Share Point Detailed Structure
Project Phases
Key Document
SharePoint Storage
Baseline
Functional Spec Wave 1
SAP_at_XXX gt 0100_Baseline gt 0110_Specify Design of
Functions and Processes
Gather Requirements
Requirements Spec Wave 2
SAP_at_XXX gt 0300_Gather Requirements gt 0310_Perform
Local Fit Gap Analysis
Specify Functions
Functional Spec Wave 2
SAP_at_XXX gt 0400_Specify Functions gt 0410_Specify
Design of Functions and Processes
Sub Folder Structure
Logistics - Plan - Make - Make enable
- Source enable - Source - QM - EHS -
Support Processes - PLM
Sales Service - Return - Deliver enable
- Deliver Finance Controlling - Finance
- Controling - Project System Business
Warehouse Data Integrity
46
Je größer das Projekt, desto dokumentengetriebener
!
47
Overview of Key Documents
General Guideline All documents start with
SAP_at_XXX_WaveX_
Individual documents will be consolidated to
final document version.
Versioning via SharePoint functionality. Document
status via SharePoint attributes input, draft,
released ltAreagt Logistics, SalesService,
FICO ltProcessIDgt Unique process ID from
Enterprise Area Scope Document ltModulegt /
ltSubmodulegt SAP Module according to list
48
Approval Matrix Deliverables of Key Project
Documents
Project Approval 1
Project Approval 2
Business Approval
Enterprise Area Scope Document
Requirements Specification
Functional Specification
Technical Specification
Without official approvals defined by XXX Q
49
Document Flow of Key Project Documents Requiremen
ts, Functional Spec, Technical Spec
Document Flow
2
3
4
1
Technical Specification
Functional Specification
Requirements Specification
Enterprise Area Scope Document
Key Message
What the Process requires
What the users need to run the process
What the implementers do to make it happen
Determine general project scope in order to
quickly calculate project.
Client sign off of detailed requirements (client
project mgr. and operating departments.
Solution is specified from a functional point of
view ready for technical design and build
Technical Implementation can be performed without
client contact
Target of Document
1 Line per Requirement, e.g. Depreciation of
Fixed Assets
Technical specification - tables used -
Customizing parameters - ABAP code
Complete Business Requirements structured along
requirements keys
Functional specification of requirements
Level of Detail
Meeting
Workshop
Phone / E-Mail to clarify questions
No interaction with client
User Interaction
Ownership (Work Stream)
Business Process Requirements Mgmt
Application Solution Design
Technical Implementation
50
Level of Detail of Key Project Documents
Document Flow
2
3
4
1
Technical Specification
Functional Specification
Requirements Specification
Enterprise Area Scope Document
Determine general project scope in order to
quickly calculate project.
Client sign off of detailed require-ments
(client project mgr. and operating depart-ments.
Solution is specified from a functional point of
view ready for technical design and build
Technical Implementation can be performed without
client contact
Target of Document
  • High level process requirements with decision in
    scope vs. out of scope. Questions
  • Do we need reporting and actions in terms of
    (upcoming) liabilities. (Y/N)
  • Do we need to define credit limit per customer
    (Y/N)?
  • Do we need one credit limit area for multiple
    company codes (shared customers) (Y/N)?
  • Technical specification based on type of
    solution Contents
  • Programming (Extensions) - ABAP Code - User Exits
  • Customizing - customizing parameters
  • Reports - tables / fields used - queries - ABAP
    Code
  • Forms - ABAP Code - Form Designer Configuration
  • Workflows - customizing parameters - ABAP Code
  • Complete Business Requirements structured along
    requirements keys. Contents
  • Process Description from business point of view
    (flow charts)
  • Credit Control Area definition
  • Definition of risk categories and corresponding
    actions (e.g. order blocked, delivery note
    blocked)
  • Additional information
  • Functional definition of requirements Contents
  • Functional solution Design describing solution
    alternatives (pro/cons).
  • Decision of one solution with detailed
    description - match with SAP standard process
    (incl. S Ext.) - identify functional GAPs
    (e.g. credit check on cumulated value of
    materials within one product hierarchy)

Basic Information Structure Credit Limit Check
51
Key Project Document Examples and Mapping to
Project Phases
Document Flow
2
3
4
1
Technical Specification
Functional Specification
Requirements Specification
Enterprise Area Scope Document
XXX Project Delivery Process
Define
Spec. Tech. Design
Specify Functions
Gather Requirements
Project study/ evaluation
Document Templates
Requirement Keys for Tracking Purposes
Business Processes
Business Processes
SAP Modules
SAP Modules
Focus
52
The Wave 1 deliverables will be used as input for
the new Wave 2 project approach.
Document Flow
2
3
4
1
Technical Specification
Functional Specification
Requirements Specification
Enterprise Area Scope Document
Milestone
  • Documents
  • to be created
  • Enterprise Area Scope Document
  • Functional Specs (W1)
  • Requirements Specs (W2)
  • Functional Specs (W2)
  • (end of define phase)
  • Technical Specs (W2)

Project Phases
Define
Spec. Tech. Design
Specify Functions
Gather Requirements
Project study/ evaluation
Wave 2 Functionality
Wave 1Phase
Business Cases
Blueprints
  • Functional Specification (Word)
  • Processes
  • Reports
  • Interfaces
  • Extensions / Workflows
  • Forms
  • Technical Specification (Word)
  • Processes
  • Reports
  • Interfaces
  • Extensions / Workflows
  • Forms

Workshops
Requirements Tracing (Excel)
Process Flows
Business Cases
Requirements Specification (Word)
Key Requirements List
RICEFW-Inventory (Excel)
System Analysis
Wave 1 Functionality (during Baseline)
Existing Documents
Functional Specification (Word)
Scope document (Excel)
Contain global requirements!
53
For Creation of the Wave 2 Key Documents,
multiple input files will be used
54
Projektorganisation und Ressourcennutzung
55
The Project Approach for SAP_at_XXX changes with
Wave 2 enabling a more effective project work
following XXX PLM Methodology.
Wave 1
Wave 2
  • Multiple teams in various locations and multiple
    Continents
  • XXX PLM Methodology will be used describing
    project phases, deliverables quality checkpoints
  • Blueprints will be used as input for Wave 2, but
    more detailed - Requirements Specification -
    Functional Specification. A clear handover
    between project phases ensures that all
    deliverables have the level of detail and quality
    required.
  • Project members are split between waves, teams
    and phases requiring clear transitions points.
  • One Team, one Project Location, one Continent
  • ASAP Methodology with enhancements
  • Blueprint documents contained basic requirements
    and functions, detailed analysis has been
    performed during development
  • From Design to Deploy Team members cover more
    than one role with no need to handover
    information between teams/phases.

Key Advantages of new Project Approach
  • Following XXX Standard Project Delivery Method to
    ensure quality, compliance,
  • Define scope, requirements and functions at an
    early stage to better plan project phases.
  • Minimize risks and delays due to structured
    reporting and communication.

56
Transition points enable a successful handover
between teams in a Distributed Working Model.
Handover of Deliverables in the Distributed Work
Model
Business Process Requirements / Application
Solution Design
Team A Design Roll-Out
Team A Design Roll-Out
Transition
Acceptance of transition
Deliverables E.g. Functional Specification
Deliverables E.g. Functional Specification
KT
KT
KT
Technical Implementation
Application Maintenance
XXX CC
Team B Build
Deliverables E.g. Technical Specification
Deliverables E.g. Solution Docs.
KT
Change Mgmt / Training
Training
57
All Requirements will be classified according to
the following specification.
Classification of Requirements
Approvals needed
Fit Wave 1 functionality will be implemented
without changes for Wave 2 Gap Delta to Wave 1
Functionality Statutory Gap Delta to Wave 1
Functionality due to legal requirements Process
Localization Local adaption to processes Design
Deviation Difference in processes between Wave 1
and Wave 2 Scope Change - Change of agreed
scope after May Kick Off. - Design change after
approval of requirements (CR)
Approval for Gaps / Statutory Gaps All gaps will
be approved by Steering Committee. This does not
include gaps for processes classified as new
processes (mainly upstream processes).
Approval for Design Deviations / Scope
Changes Analyze approval need if analysis
exceeds 25 MDs per topic. Build The project
team is allowed to accept the scope increase if
the total impact is less than 50 MDs overall
project phases (design, build). The project team
reserves the right to request Steering Committee
approval also for scope changes with less effort.
Fast solution needed to clarify with process
owners Template document will be sent to
steering board with proposed solution for
decision within certain time frame, so workshops
can continue. If required, offline approvals by
steering board will be requested via e-mail.
58
Change Management
59
Change Management is needed to overcome
challenges new roll out approach to ensures that
local organizations are ready, willing, and able
to work in SAP environment.
Project Challenges Change Management Approach
  • New Method
  • Introducing Distributed Working Model
  • New Roles Responsibilities for Project Team
  • Defined deliverables and transition points/
    handover
  • Adopt to straightforward, middle market
    organization
  • Old vs. new approach
  • Adoption of lesson learnt from Wave 1
  • Saving face for all sides and players
  • Integration model (Business)
  • Extending integration of functional players into
    realization phase
  • Introducing expatriates (realization phase) as
    user interface for organizational, functional
    and technical support in Singapore
  • Process harmonization
  • Align local processes to one global process
  • Roll out of global process by Wave 3 onward
  • The SAP_at_XXX Change Management Approach for Wave 2
    is proactively…
  • Addressing potential impacts of the change
  • Addressing potential resistance to change
  • Identifying process changes and deduct location
    specific actions
  • Planning, guiding and controlling the change
    implementation process
  • Mobilizing commitment amongst Business Users
  • Enabling the business users as target group of
    the change to perform in the new environment
  • Planning for sustaining the new ways of working
    and for continuous improvement
  • Gaining and sustaining momentum to drive change
    locally

60
Change Management is addressing the four new
focus areas along the project phases.
Change Management Approach
Local Functional Project Team (Singapore)
Deploy (Singapore)
KT Documentation Baseline
Define (Singapore)
Integr. Test
Realize (xxx)
(Singapore)
  • Singapore Expatriates
  • Interface to local business and Key Users
  • Supporting Key Users in test cycle/case
    preparation and document review
  • Supporting Key User in preparation User Kick Off
    workshops
  • Supporting Key User in functional and SAP related
    inquiries
  • Reporting status from/to Key Users
  • Solving arising conflicts/ problems
  • Change Management Team
  • Planning bundling communication
  • Identifying needs of key stakeholders and
    evaluate information requirements
  • Supporting preparation of Key User workshops
  • Preparing verifying global process change list
  • Verifying project roles
  • Change Management Team
  • Tracking End User training progress
  • Supporting operational readiness test
  • Support deployment of organizational change
  • Evaluating needs assessment (stakeholder)
  • Execute update Communications Plan
  • Tracking global process change list
  • Reporting change status
  • Evaluation of communication
  • Measuring change progress
  • Mobilizing commitment

61
The Change Management Communication Approach has
five steps. The process is a loop, where each new
step can cause improvements in the previous steps.
Change Management Communication Process
Develop Change Management Communication Approach
Conduct Stakeholder
Analysis
Develop Communication Plan
Execute Communication Plan
Evaluate and measure impact of Communication
  • executed as planned
  • Adapts and reflects changes based on feedback
  • Assess the quality and effectiveness
  • initiate corrective actions if needed
  • Based on the Approach
  • Details and specifies the exact communication
    activities
  • Defines sequence of activities
  • Defines XXXiences
  • Analyze concerns of XXXience
  • outlines setting and environment of communication
    activities
  • defines high level activities to be considered

Activities
  • Develop scope and overall approach
  • Describe the purpose of the Change Management and
    Communication Plan
  • Identify key stakeholders within each group
  • Identify groups of stakeholders
  • Evaluate stakeholder information requirements
  • Identify key events and message carriers
  • Detail message contents and assign
    responsibilities for delivery
  • Execute Communications Plan
  • Update the Plan
  • Report Plan progress
  • Document Communication Plan comments from users
    and recipients
  • Feed-back plan comments to Program Mgt.

proposed activities to be discussed
62
Klare Definition von Rollen im Projekt
63
In an effort to prepare for the new project
operating model for waves 2ff, a clear split in
roles will be introduced for wave 1.
Business Process Team (Application Consultants /
Functional Team Members)
Business Process Requirements Mgmt
Application Solution Design
Technical Implementation Support
Change Management Training
Project Management Office, Quality Management
Rollout Management
Understanding business requirements, manage
customer relationships and balance supply with
demand
Driving excellence in SAP solution development
and delivery by applying strong development and
system-centric expertise
Driving excellence in SAP solution design and
delivery by applying strong SAP module expertise
Understanding the solution, built and develop
training materials, manage training operations,
manage change towards the business
Operating SAP_at_ as a coordinated project within
XXX Healthcare
Being responsible for rollout of a wave within a
country
Understanding
  • Process Team Lead
  • Business Analyst
  • Business Architect
  • (Key) User
  • Developer Team Lead
  • Technical Designer
  • Program Developer
  • Data Migration Manager/Coordinator
  • Role and Authorization Manager
  • Technical Consultant
  • Application Lead
  • Functional Designer
  • Customizer
  • Data Cleansing Manager
  • Trainer
  • Training Coordinator
  • Organizational Change Manager
  • PMO Team Member
  • Test and Quality Manager
  • Deployment Lead
  • Deployment Specialist

Key Roles
64
Key Program, Project and Business Roles
65
Detailed description Process Owner
  • Roles
  • Experts for processes
  • Named by management
  • Assigned to key business processes as in line
    with the XXX process house
  • Communication and realization of changes inside
    their organizations structure
  • Interface between stakeholders, Key Users IT
  • Responsibilities
  • Coordination of local process requests to global
    process approach
  • Business approver sign off new process
  • Process documents review
  • Final decision on features
  • Change request approver
  • During rollout and after Go Live
  • Improvements over all processes and affiliates
  • Process reviews
  • Supporting change management of sap functions

Team Process Owner
  • Skills
  • Deep expertise in a specific process area
  • Structured and analytical thinking
  • Strong communication skills and ability to
    discuss complex subjects
  • Ability to get acquainted with IT related tasks
    are an advantage
  • Communication Line
  • Project management
  • Define team
  • Change management training team

66
Key Program, Project and Business Roles
Defined in detail separately
67
Detailed description Key Users
  • Roles
  • Authorized by local business to take decisions
  • Support customization with local definitions
  • Testing and verifying the system
  • Inform local directors about current discussions
  • Inform Users about new processes and functions
  • Support Users after go live
  • Responsibilities
  • Represents the interest of the respective
    business unit
  • Active project role in the subsequent roll-outs
  • Key users from all businesses, functions and
    regions are available for the project
  • Authorized by local business to take decisions
  • Participate on workshops
  • Provide local business expertise and knowledge
  • Participate on workshops
  • Assist in identifying of needed RICEFWs
  • Keep information flow to the local directors
    about current discussions
  • Supporting data migration
  • Go Live support
  • Supporting customization with local definitions
  • Participate in training self study of new SAP
    process
  • Know how transfer to End User

Team Key User
  • Skills
  • Deep expertise in a specific process area or
    function
  • Structured and analytical thinking
  • Team player, strong communication skills and
    ability to discuss complex subjects
  • Ability to get acquainted with IT related tasks
    are an advantage
  • Communication Line
  • Local directors
  • Define team
  • Change management training team
  • Singapore expatriates

68
Detailed description Singapore Expatriates
  • Roles
  • Communication link between Design Rollout Team,
    Key Users and Build Team
  • Key User support for organizational, functional
    and technical inquiries
  • Engagement of user community as change
    stakeholders to perform in SAP environment
  • Responsibilities
  • Driving change management locally
  • Ensuring continuous communication between realize
    team, key users and design/ deployment team
  • Interface to local business and key users
  • Supporting key users in test cycle/case
    preparation and document review
  • Supporting key users in preparation user Kick-off
    workshops
  • Supporting key users in functional and SAP
    related inquiries
  • Reporting status from/to key users
  • Preparing cutover activities
  • Tracking data cleansing activities
  • Driving master data harmonization
  • Identifying, addressing and tracking cross-team
    conflicts/ issues
  • Demonstrate the systems in stages during
    development

Team tbd
  • Skills
  • Deep expertise in functional specific process
    area (MM, PP SD, FI)
  • Strong communication and intercultural skills
  • Ability to work in virtual environment
  • Test preparation and training skills
  • Communication Line
  • Realize team lead
  • Define/ Deployment team lead
  • Key users

69
Business Process Requirements Management
FOR DISCUSSION
70
Application Solution Design
FOR DISCUSSION
71
Technical Implementation and Support (1/2)
FOR DISCUSSION
72
Technical Implementation and Support (2/2)
FOR DISCUSSION
73
Change Management and Training
FOR DISCUSSION
74
Project Management Office and Quality Management
(1/2)
FOR DISCUSSION
75
Project Management Office and Quality Management
(2/2)
FOR DISCUSSION
76
Rollout Management
FOR DISCUSSION
77
  • Vielen Dank für die Aufmerksamkeit!
  • Fragen sind erwünscht…
  • Viel Spaß beim nächsten Vortrag!
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