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The following Cylce in Done any implementation: 1. project Prepartion 2. AS IS 3. To Be . B!"ine"" Bl!e Print #. $eali"ation Pha"e A. Configration B.

%nit Te"ting C& Integration Te"ting an' !"er acceptence D. C!t o(er Proce"" ). %"er Trainig *. %"er man!al an' configration man!al +. ,o -i(e

The implementation of your SAP System covers the following phases: 1. Project Preparation In this phase you plan your project and lay the foundations for successful implementation. It is at this stage that you make the strategic decisions crucial to your project: o o o o efine your project goals and o!jectives "larify the scope of your implementation efine your project schedule# !udget plan# and implementation se$uence %sta!lish the project organi&ation and relevant committees and assign resources

2. Business Blueprint
In this phase you create a !lueprint using the 'uestion ( Answer data!ase )'(Ad!*# which documents your enterprise+s re$uirements and esta!lishes how your !usiness processes and organi&ational structure are to !e represented in the SAP System. ,ou also refine the original project goals and o!jectives and revise the overall project schedule in this phase. -. Realization In this phase# you configure the re$uirements contained in the .usiness .lueprint. .aseline configuration )major scope* is followed !y final configuration )remaining scope*# which can consist of up to four cycles. /ther key focal areas of this phase are conducting integration tests and drawing up end user documentation. 0. Final Preparation In this phase you complete your preparations# including testing# end user training# system management# and cutover activities. ,ou also need to resolve all open issues in this phase. At this stage you need to ensure that all the prere$uisites for your system to go live have !een fulfilled. 1. Go Live & Support In this phase you move from a pre2production environment to the live system. The most important

elements include setting up production support# monitoring system transactions# and optimi&ing overall system performance.

When Does an Organization Need Change Management? There are many "it!ation" where an organi.ation nee'" to incorporate change management. /any time" it i" '!e to an e0pan"ion& re"tr!ct!ring& merger 1 ac2!i"ition& reg!latory compliance& )nterpri"e $e"o!rce Planning 3)$P4 technology roll o!t or other" "!ch a" lang!age& c!lt!re& etc. To 'etermine the client nee'"& we nee' to 5now how they are managing change to'ay& what are their c!rrent challenge" an' opport!nitie"& what organi.ational challenge" an' change" are they e0pecting& an' how are they integrating change management an' training. 6e a""e"" the 7!"ine"" ca"e an' en"!re alignment with e0ec!ti(e (i"ion an' goal". 6e loo5 at how they comm!nicate an' train their employee" to'ay an' help them to "trategi.e the 7e"t approach for their c!lt!re. $i"5" an' 7!"ine"" impact" are i'entifie' an' comm!nicate' to the appropriate le(el of the organi.ation. In other wor'"& we help the organi.ation 7ecome rea'y for the impact of change thro!gh the !"e of a "tan'ar'i.e' metho'ology an' con"!lting e0perti"e. The Top Issues Facing Organizations Implementing ERP !stems
3any %4P implementations have discovered the hard way that people impact the success of an implementation. If the organi&ation is not ready for the transformation# the project will miss time lines and come in over !udget. /rgani&ational change management uses a solid methodology for assessing all the key areas of the people side of an implementation and surfacing risks !efore they !ecome e5pensive mistakes. )Source: AS67 .est Practices Survey 899:*

The Characteristics o" #ccepting Change Within an Organization

The organi.ation follow" a commitment c!r(e on e(ery )$P implementation. 8C/ will e'!cate the en' !"er" an' lea'er"hip to ma5e them aware of the change" that are coming their way. There are 7e"t practice" 8C/ follow" for teaching an' enco!raging the organi.ation how to !n'er"tan' an' accept the change". 8nly after all the in'i(i'!al" accept the change" can we "ay the organi.ation ha" reache' f!ll a'option. 8C/ wor5" at the in'i(i'!al le(el" thro!gh comm!nication& in(ol(ement& training& "!pport& reinforcement& etc. to 7!il' con"en"!" thro!gh o!t the organi.ation.

Organizational Change Management $e%ers 8rgani.ational change management ha" the capacity to le(erage po"iti(e change. All of the following le(er" are acti(e in an organi.ation at all time"& infl!encing each le(er pro(i'e" moment!m to "hift the c!lt!re. $eadership and ponsorship De(elop" a c!lt!re of change lea'er"hip that aim" to 7!il' commitment thro!gh acco!nta7ility& role clarity& an' e0ec!ti(e 'e(elopment. &ills and Competencies
Incorporates competency assessment and skill development for all employees. This lever incorporates learning, training, and succession planning into all OCM initiatives.

Organizational #lignment Align" 7!"ine"" an' proce"" metric" with proce"" role" an' management "tr!ct!re".

Communications )na7le change thro!gh fre2!ent an' fact!al information flow& an' clearly e0plaine' impact"& role" an' re"pon"i7ilitie"& 7enefit"& an' rewar'". 'o%ernance and Compliance Clearly a""ign" role" an' re"pon"i7ilitie"& incl!'ing 'eci"ion9ma5ing re"pon"i7ility an' create" a c!lt!re of compliance 7a"e' on mea"!rement an' con"e2!ence". Per"ormance Management !stem )"ta7li"he" an' mea"!re" in'i(i'!al an' gro!p performance& en"!ring alignment with enterpri"e "trategie"& goal"& an' o7jecti(e". Incentives and Rewards
Provide clarity of desired performance and compensation# !onusesu99A9 and promotions that is consistent with good performance and client successes.

Hiring and Selection Pro(i'e" per"onnel "trategie" 3"!ch a" retrain or hire: grow organically or ac2!ire4 that en"!re" in'i(i'!al" po""e"" the right "5ill" an' competencie" at the right time& re"!lting in program "!cce"". Organizational Change Management Methodolog! The organi.ational change management metho'ology ha" 7een 'e"igne' 7a"e' on 7e"t practice" in the in'!"try. All change management ta"5" ha(e 7een aligne' an' organi.e' with the SAP implementation metho'ology in or'er to con'!ct the right change management ta"5 at the perfect time '!ring the implementation. An 8C/ con"!ltant will i'entify along with the client& the 7e"t change management roa'map for their project. 8nce the change management "trategy i" 'eci'e' on& the 8C/ con"!ltant wor5" with the project manager to lin5 the change management project plan mile"tone" to the o(erall implementation project plan. The"e mile"tone" are i'entifie' in the change management metho'ology 7y pha"e an' category. The following image "how" the organi.ational change management metho'ology a" it align" with the SAP implementation roa' map 3So!rce: $6D Technologie"4.



Craft "ol!tion (i"ion Project preparation De"ign an' initially "taff the SAP TS8 Perform co"t of owner"hip analy"i" an' 7l!eprinting I'entify high a(aila7ility an' 'i"a"ter reco(ery re2!irement" )ngage SAP "ol!tion "tac5 (en'or"

Description $efine an' comm!nicate a S8-%TI8; <ISI8; of the f!t!re9 "tate of the SAP "ol!tion& to "5etch a 'e"ign that meet" 7oth 7!"ine"" an' financial re2!irement". The foc!" "ho!l' 7e on the company=" core 7!"ine"" an' how the SAP "ol!tion will 7etter ena7le that core 7!"ine"" to 7e "!cce""f!l. Some of the g!i'ance an' 5ey re2!irement" for how to p!t together an )$P an' SAP 7!"ine"" ca"e for $8I& 7!"ine"" 7enefit& an' "!cce"" incl!'e" foc!"ing on competiti(e pre""!re"& (al!e propo"ition"& an' how the "ol!tion ena7le" "!cce"". De"ign an' "taff the 5ey po"ition" of the SAP Technical S!pport 8rgani.ation 3TS84& the organi.ation that i" charge' with a''re""ing& 'e"igning& implementing an' "!pporting the SAP "ol!tion. Perform a C8ST 8* 86;)$S>IP A;A-?SIS to 'etermine how to get the 7e"t 7!"ine"" "ol!tion for the lea"t money i.e. to 'etermine where an' when the co"t" are inc!rre' within the conte0t of the SAP "ol!tion "tac5. Determine all >I,> A<AI-ABI-IT? an' DISAST)$ $)C8<)$? $)@%I$)/);TS& to plan what to 'o with later 'owntime of the SAP "y"tem Select the 7e"t SAP har'ware an' "oftware technology partner" for all layer" an' component" of the SAP S8-%TI8; STACA& 7a"e' on a "i'e97y9"i'e " compari"on

Staff the 7!l5 of the TS8& i.e. fill the po"ition" that 'irectly "!pport the near9term o7jecti(e" of the implementation& which Staff TS8 are to 'e(elop an' 7egin in"tallationBimplementation of the SAP 'ata center. Train the (ario!" mem7er" of the SAP TS8& li5e 'ata center "peciali"t"& high a(aila7ility "peciali"t an' networ5 "peciali"t" )0ec!te training an' train the en'9!"er" to gi(e all the re2!ire' SAP 5nowle'ge an' "5ill" B!il' a new SAP DATA C);T)$ facility or tran"form the Set!p SAP DATA c!rrent 'ata center into a fo!n'ation capa7le of "!pporting the C);T)$ SAP S8-%TI8; STACA Perform In"tall the 3/y4SAP component" an' technological in"tallation" fo!n'ation" li5e a we7 application "er(er or enterpri"e portal. I'entify an' "taff the remaining TS8 role"& e.g. role" that $o!n' o!t "!pport relate to help 'e"5 wor5 an' other "!ch "!pport pro(i'ing for SAP wor5. De(elop a planne' approach to the change" in the organi.ation. The o7jecti(e i" to ma0imi.e the collecti(e A''re"" Change effort" of all people in(ol(e' in the change an' minimi.e the /anagement ri"5 of fail!re of implementing the change" relate' to the SAP implementation. A''re"" SAP Create a fo!n'ation for the SAP "y"tem" management an' "y"tem" an' SAP f!nctional SAP comp!ter operation"& 7y creating a SAP 8P)$ATI8;S operation" 'e(elopment /A;%A- an' 7y e(al!ating SAP management application". management Te"t the SAP 7!"ine"" proce""e"& 7y e0ec!ting f!nctional te"t" Perform to en"!re that 7!"ine"" proce""e" wor5& integration te"t" to f!nctional& en"!re that the organi.ation=" 7!"ine"" proce""e" wor5 integration an' together with other 7!"ine"" proce""e" an' regre""ion te"t" to regre""ion te"t" pro(e that a "pecific "et of 'ata an' proce""e" yiel' con"i"tent an' repeata7le re"!lt". Plan& "cript& e0ec!te an' monitor SAP ST$)SS T)STS& to "ee Perform "y"tem" if the e0pectation" of the en' !"er"& 'efine' in "er(ice le(el an' "tre"" te"t" agreement"& will 7e met. *inal Preparation Plan& prepare an' e0ec!te the C%T8<)$& 7y creating a Prepare for C%T8<)$ P-A; that 'e"cri7e" all c!to(er ta"5" that ha(e to c!to(er 7e performe' 7efore the act!al go9li(e ,o -i(e T!rn on the SAP "y"tem for the en'9!"er"

Implementation processes
Pro*ect preparation

The project preparation pha"e& 'epicte' 7elow& foc!"e" at two main acti(itie"& i.e. to ma5e a "et!p for the TS8 an' to 'efine a "ol!tion (i"ion. The"e acti(itie" allow an organi.ation to p!t in on the right trac5 towar'" implementation. Design and initiall! sta"" the #P T O The fir"t major "tep of the project preparation pha"e i" to 'e"ign an' initially "taff an SAP technical "!pport organi.ation 3TS84& which i" the organi.ation that i" charge' with a''re""ing& 'e"igning& implementing an' "!pporting the SAP "ol!tion. Thi" can 7e programmer"& project management& 'ata7a"e a'mini"trator"& te"t team"& etc. At thi" point& the foc!" "ho!l' 7e at "taffing the 5ey po"ition" of the TS8& e.g. the high9le(el project team an' SAP profe""ional" li5e the "enior 'ata7a"e a'mini"trator an' the "ol!tion architect. ;e0t to that& thi" i" the time to ma5e 'eci"ion" a7o!t choo"ing for internal "taff mem7er" or e0ternal con"!ltant". Cra"t solution %ision The "econ' project preparation jo7 i" to 'efine a "o9calle' "ol!tion (i"ion& i.e. a (i"ion of the f!t!re9"tate of the SAP "ol!tion& where it i" important to a''re"" 7oth 7!"ine"" an' financial re2!irement" 37!'get"4. The main foc!" within the (i"ion "ho!l' 7e on the company=" core 7!"ine"" an' how the SAP "ol!tion will 7etter ena7le that core 7!"ine"" to 7e "!cce""f!l. ;e0t to that& the "hortcoming" of the c!rrent "y"tem" "ho!l' 7e 'e"cri7e' an' "hort 7!t clear re2!irement" "ho!l' 7e pro(i'e' regar'ing a(aila7ility 3!ptime4& "ec!rity& managea7ility an' "cala7ility of the SAP "y"tem.

izing and (lueprinting

The ne0t pha"e i" often referre' to a" the " an' 7l!eprinting pha"e an' form" the main ch!n5 of the implementation proce"". The pha"e i" ill!"trate' 7elow. Per"orm cost o" o+nership anal!sis Thi" pha"e "tart" with performing a total co"t of owner"hip analy"i" 3TC8 analy"i"4 to 'etermine how to get the 7e"t 7!"ine"" "ol!tion at the lowe"t co"t". Thi" mean" to compare SAP "ol!tion "tac5 option" an' alternati(e" an' then 'etermine what co"t" each part of the "tac5 will 7ring an' when the"e co"t" will 7e inc!rre'. Part" of the "tac5 are for e0ample the har'ware& operating "y"tem an' 'ata7a"e& which form the ac2!i"ition co"t". ;e0t to that& there "ho!l' 7e ta5en a loo5 at rec!rring co"t" li5e maintenance co"t" an' 'owntime co"t". In"tea' of performing a complete TC8 analy"i" for (ario!" "ol!tion "tac5 alternati(e" that wo!l' li5e to compare& it can 7e wi"e j!"t to 'o a "o9calle' 'elta analy"i"& where only the 'ifference" 7etween "ol!tion" 3"tac5"4 are i'entifie' an' analy.e'. The image at the right 'epict" the e""ence of a 'elta analy"i". Identi"! high a%aila(ilit! and disaster reco%er! re,uirements The ne0t "tep i" i'entifying the high a(aila7ility re2!irement" an' the more "erio!" 'i"a"ter reco(ery re2!irement". Thi" i" to plan what to 'o with later 'owntime of the SAP "y"tem& ca!"e'

7y e.g. har'ware fail!re"& application fail!re" or power o!tage". It "ho!l' 7e note' that it i" (ery important to calc!late the co"t of 'owntime& "o that an organi.ation ha" a goo' i'ea of it" act!al a(aila7ility re2!irement". Engage #P solution stac& %endors A tr!e " proce"" i" to engage the SAP "ol!tion "tac5 (en'or"& which i" the ne0t "tep. Thi" mean" "electing the 7e"t SAP har'ware an' "oftware technology partner" for all layer" an' component" of the "ol!tion "tac5& 7a"e' on a "i'e97y9"i'e " compari"on. The mo"t important factor" that are of infl!ence here are the e"timate' n!m7er" of 3conc!rrent4 !"er" an' 7atch "i.e". A wi"e thing to 'o i" to in(ol(e SAP A, it"elf to let them create a " propo"al "tating the a'(i"e' "ol!tion "tac5& 7efore mo(ing to SAP=" technology partner"BSAP (en'or"& li5e Accent!re& >P an' IB/. A "implifie' "ol!tion "tac5 i" 'epicte' at the right& "howing the many layer" for which "oftware an' har'ware ha" to 7e ac2!ire'. ;ote the o(erlap with the 8SI mo'el. ta"" T O The TS8 3Technical S!pport 8rgani"ation4 i" the mo"t important re"o!rce for an organi.ation that i" implementing SAP& "o "taffing the TS8 i" a (ital jo7 which can con"!me a lot of time. In a pre(io!" pha"e& the organi.ation "ho!l' alrea'y ha(e "taffe' the mo"t (ital po"ition". At thi" point the organi.ation "ho!l' "taff the 7!l5 of the TS8& i.e. fill the po"ition" that 'irectly "!pport the near9term o7jecti(e" of the implementation& which are to 'e(elop an' 7egin the in"tallationBimplementation of the SAP 'ata center. )0ample" are: 'ata center e0pert"& networ5 infra"tr!ct!re e0pert"& "ec!rity "peciali"t" an' 'ata7a"e a'mini"tration e0pert". There are many way" to fin' the right people within or o!t"i'e the organi.ation for all of the TS8 po"ition" an' it 'epen'" on the organi.ation how m!ch time it want" to "pen' on "taffing. Training 8ne of the mo"t (ital "tage" of the implementation proce"" i" training. <ery few people within an organi.ation are SAP e0pert" or e(en ha(e wor5e' with SAP "oftware. It i" therefore (ery important to train the en' !"er" 7!t e"pecially the SAP TS8: the people who 'e"ign an' implement the "ol!tion. /any people within the TS8 nee' all 5in'" of training. Some e0ample" of the"e po"ition":

SA !et"ork Specialists SA #ata$ase Administrators SA Security specialists #ocumentation specialists %t cetera

All of the"e people nee' to ac2!ire the re2!ire' SAP 5nowle'ge an' "5ill" or e(en SAP certification" thro!gh training. /oreo(er& people nee' to learn to 'o 7!"ine"" in a totally new

way. To 'efine how m!ch SAP training e(ery per"on nee'"& a company can ma5e !"e of a "5ill"et matri0. 6ith thi" matri0& a manager can i'entify who po""e""e" what 5nowle'ge& to manage an' plan training& 7y 'efining the height of e0perti"e with a n!m7er 7etween e.g. 1 an' for each "5ill for each employee. etup #P data center The ne0t "tep i" to "et !p the SAP 'ata center. Thi" mean" either 7!il'ing a new 'ata center facility or tran"forming the c!rrent 'ata center into a fo!n'ation capa7le of "!pporting the SAP "ol!tion "tac5& i.e. all of the technology layer" an' component" 3SAP "oftware pro'!ct"4 in a pro'!cti(e SAP in"tallation. The mo"t important factor when 'e"igning the 'ata center i" a(aila7ility. The high a(aila7ility an' 'i"a"ter reco(ery re2!irement" which "ho!l' ha(e 7een 'efine' earlier& gi(e a goo' i'ea of the re2!ire' 'ata center re2!irement" to ho"t the SAP "oftware. Data center re2!irement" can 7e a:

hysical re&uirement like po"er re&uirements 'ack re&uirement !et"ork infrastructure re&uirement or 'e&uirement to the net"ork server.

Per"orm installations The following "tep i" to in"tall the re2!ire' SAP "oftware part" which are calle' component" an' technological fo!n'ation" li5e a we7 application "er(er or enterpri"e portal"& to a "tate rea'y for 7!"ine"" proce"" config!ration. The mo"t (ital "!7 "tep" are to prepare yo!r 8S& prepare the 'ata7a"e "er(er an' then "tart in"talling SAP "oftware. >ere it i" (ery important to !"e in"tallation g!i'e"& which are p!7li"he' for each SAP component or technology "ol!tion 7y SAP A,. )0ample" of SAP component" are:

'() %nterprise * Transaction rocessing mySA +I * +usiness Information ,arehouse mySA C'M * Customer 'elationship Management mySA -, * -no"ledge ,arehouse mySA .M * roduct .ifecycle Management

mySA SCM * Supply Chain Management mySA S%M * Strategic %nterprise Management mySA S'M * Supplier 'elationship Management mySA /CM * /uman Capital Management

Round out support "or #P

Before mo(ing into the f!nctional 'e(elopment pha"e& the organi.ation "ho!l' i'entify an' "taff the remaining TS8 role"& e.g. role" that relate to help'e"5 wor5 an' other "!ch "!pport pro(i'ing wor5.

Functional de%elopment
The ne0t pha"e i" the f!nctional 'e(elopment pha"e& where it i" all a7o!t change management an' te"ting. Thi" pha"e i" 'epicte' 7elow. #ddress change management The ne0t challenge for an organi.ation i" all a7o!t change management B change control& which mean" to 'e(elop a planne' approach to the change" the organi.ation face". The o7jecti(e here i" to ma0imi.e the collecti(e effort" of all people in(ol(e' in the change an' to minimi.e the ri"5 of fail!re of implementing the change" relate' to the SAP implementation. The implementation of SAP "oftware will mo"t "!rely come with many change" an' an organi.ation can e0pect many nat!ral reaction"& i.e. 'enial& to the"e change". To fight thi"& it i" mo"t important to create a "oli' project team 'e'icate' to change management an' to comm!nicate the "ol!tion (i"ion an' goal" of thi" team. Thi" team "ho!l' 7e prepare' to han'le the many change i""!e" that come from (ario!" "o!rce" li5e:

%nd0user re&uests %nd01ser regular activities Operations #ata center team #+A group Systems management

#P s!stems and operations management ;e0t thing i" to create a fo!n'ation for the SAP "y"tem" management an' SAP comp!ter operation"& 7y creating a SAP operation" man!al an' 7y e(al!ating SAP management application". The man!al i" a collection of c!rrent "tate "y"tem 'oc!mentation& 'ay9to9'ay an' other reg!larly "che'!le' operation" ta"5"& (ario!" in"tallation an' operation" chec5li"t" an' how9to proce"" 'oc!ment". Functional- integration and regression testing Te"ting i" (ery important 7efore going li(e with any "y"tem. Before going li(e with a SAP "y"tem& it i" (ital to 'o many 'ifferent 5in'" of te"ting& "ince there i" often a large& comple0 infra"tr!ct!re of har'ware an' "oftware in(ol(e'. Both re2!irement" a" well a" 2!ality parameter" are to 7e te"te'. Important type" of te"ting are:

2unctional testing3 to test using functional use cases, i.e. a set of conditions or varia$les under "hich a tester "ill determine if a certain $usiness process "orks Integration testing 'egression testing

All te"t" "ho!l' 7e prece'e' 7y creating "oli' te"t plan". Agreement" will 7e met. Thi" can 7e 'one with SAP=" "tan'ar' application 7enchmar5"& to 7enchmar5 the organi.ation=" config!ration" again"t config!ration" that ha(e 7een te"te' 7y SAP=" har'ware technology partner". Again& a te"t plan "ho!l' 7e create' at fir"t.

Final preparation
Prepare "or cuto%er The final pha"e 7efore going li(e with SAP i" often referre' to a" the c!to(er pha"e& which i" the proce"" of tran"itioning from one "y"tem to a new one. The organi.ation nee'" to plan& prepare an' e0ec!te the c!to(er& 7y creating a c!to(er plan that 'e"cri7e" all c!to(er ta"5" that ha(e to 7e performe' 7efore the act!al go9li(e. )0ample" of c!to(er ta"5" are:

'evie" and update all systems0related operations procedures like $ackup policies and system monitoring Assign o"nership of SA 4s functional processes to individuals .et SA A5 do a 5oing.ive check, to get their $lessing to go live "ith the system .ock do"n the system, i.e. do not make any more changes to the SA system

'o li%e
All of the pre(io!"ly 'e"cri7e' pha"e" all lea' towar'" thi" final moment: the go9li(e. ,o9li(e mean" to t!rn on the SAP "y"tem for the en'9!"er" an' to o7tain fee'7ac5 on the "ol!tion an' to monitor the "ol!tion. It i" al"o the moment where pro'!ct "oftware a'option come" into play. /ore information on thi" topic:

roduct Soft"are Adoption3 +ig +ang Adoption roduct Soft"are Adoption3 arallel Adoption roduct Soft"are Adoption3 hased Adoption

Critical success factors

In or'er to "!cce""f!lly implement SAP in an organi.ation& there are "e(eral thing" that are of great importance:

./ Choose the correct #P Consultants to ha%e the correct (lueprint0 An SAP Con"!ltant i" a profe""ional who ha" the "5ill" to "pea5 to the manager" of a company an' help them creating the 7l!eprint. *or thi" the SAP Con"!ltant ha" the 7!"ine"" "5ill" of the 7!"ine"" area heB"he i" wor5ing with& an' al"o ma"ter" thi" area on SAP. *or e0ample& if thi" i" SAP *I 3acco!ntancy4 Con"!ltant& thi" per"on i" an e0pert on acco!ntancy an' payment"& gaine' thro!gh e0perience or 7y the corre"pon'ing "t!'ie" at the %ni(er"ity. Al"o thi" per"on 5now" SAP *I 7eca!"e ha" gaine' 7y the corre"pon'ing training& or the co!r"e on the SAP Partner Aca'emy or "imilar. Benefit": A" thi" per"on 5now" a7o!t Acco!ntancy he or "he will !n'er"tan' the nee'" of the 7!"ine"" an' will 7ring it into reality. 1/ #P R23 implementation is not an IT pro*ect& in fact i" an 8rgani.ation Project impacting all le(el" of a company. So it i" (ery important to get the "!pport from all the people that are in(ol(e' in implementing SAP& 7!t more important the participation an' commitment of all le(el"& "pecially manager"& of the company. 3/ The 4lueprint is the &e!stone !"e' a" the lightho!"e who m!"t g!i'e the whole project. A 7l!eprint "ho!l' ne(er 7e a merely mapping of IT "y"tem". In fact a 7l!eprint i" 7ringing the "trategy of a company into e0ec!tion thro!gh 'efining it" proce""e" acro"" all 7!"ine"" area". /any project" ha(e faile' 7eca!"e the foc!" wa" on ha(ing people with SAP 5nowle'ge& 7!t with no 7!"ine"" "5ill" an' "o 'efining "omething that wor5"...wrongly. C!"t remem7er& proce""e" m!"t change acro"" time& an' a man!al error a!tomate' co!l' 7e repeate' infinitely. 4 #l+a!s consider changing the +a! things ha%e (een done 7efore implementing SAP. DThi" ha" alway" 7een 'one li5e thi" an' the Con"!ltant "ho!l' replicate it on SAPD i" the "tart of a 7ig pro7lem. SAP many time" co!l' "a(e yo! time an' money a" it allow" yo!r organi.ation to a!tomate many proce""e". #4 Test the #P hard+are and so"t+are rigorousl! 7y te"ting yo!r 7!"ine"" proce""e"& an' to en"!re that the en'9!"er" are rea'y to !"e SAP 7efore going li(e& 7eca!"e there are many 5nown project" that faile' 7eca!"e of a lac5 of "!pport an' SAP 5nowle'ge. +4 Design and e5ecute a Change Management Program 7y comm!nicating a" early a" nee'e' all the information that en' !"er" "ho!l' ha(e to accept the new technology an' 'e"igning an' e0ec!ting a training plan in or'er to rea""!re a 5nowle'ge 7a"e within the organi.ation".

ASAP Methodology
ASAP "tan'" for Accelerate' SAP. It" p!rpo"e i" to help 'e"ign SAP implementation in the mo"t efficient manner po""i7le. It" goal i" to effecti(ely optimi.e time& people& 2!ality an' other re"o!rce"& !"ing a pro(en metho'ology to implementation. ASAP foc!"e" on tool" an' training& wrappe' !p in a fi(e9pha"e proce"" oriente' roa' map for g!i'ing implementation. The roa' map i" compo"e' of fi(e well95nown con"ec!ti(e pha"e": 6 Phase . Pro*ect Preparation 6 Phase 1 4usiness 4lueprint 6 Phase 3 Realization 6 Phase 7 Final Preparation

6 Phase 8 'o)$i%e and support In to'ayE" po"t we will 'i"c!"" the fir"t pha"e.

# #P Methodolog! ) Phase . 9 Pro*ect Preparation

Pha"e 1 initiate" with a retrie(al of information an' re"o!rce". It i" an important time to a""em7le the nece""ary component" for the implementation. Some important mile"tone" that nee' to 7e accompli"he' for pha"e 1 incl!'e F 87taining "enior9le(el managementB"ta5ehol'er "!pport F i'entifying clear project o7jecti(e" F architect an efficient 'eci"ion9ma5ing proce"" F creating an en(ironment "!ita7le for change an' re9engineering F 7!il'ing a 2!alifie' an' capa7le project team. enior le%el management support9 8ne of the mo"t important mile"tone" with pha"e 1 of ASAP i" the f!ll agreement an' cooperation of the important company 'eci"ion9ma5er" 9 5ey "ta5e hol'er" an' other". Their 7ac5ing an' "!pport i" cr!cial for a "!cce""f!l implementation. Clear pro*ect o(*ecti%es9 Be conci"e in 'efining what yo!r o7jecti(e" an' e0pectation" are for thi" (ent!re. <ag!e or !nclear notion" of what yo! hope to o7tain with SAP will han'icap the implementation proce"". Al"o ma5e "!re that yo!r e0pectation" are rea"ona7le con"i'ering yo!r companyE" re"o!rce". It i" e""ential to ha(e clearly 'efine' i'ea"& goal" an' project plan" 'e(i"e' 7efore mo(ing forwar'. #n e""icient decision ma&ing process9 8ne o7"tacle that often "tall" implementation i" a poorly con"tr!cte' 'eci"ion9ma5ing proce"". Before em7ar5ing on thi" (ent!re& in'i(i'!al" nee' to 7e clearly i'entifie'. Deci'e now who i" re"pon"i7le for 'ifferent 'eci"ion" along the way. *rom 'ay one& the implementation 'eci"ion ma5er" an' project lea'er" from each area m!"t 7e aware of the on!" place' on them to ret!rn goo' 'eci"ion" 2!ic5ly. En%ironment suita(le "or change and re engineering9 ?o!r team m!"t 7e willing to accept that& along with new SAP "oftware& thing" are going to change& the 7!"ine"" will change& an' information technology ena7ling the 7!"ine"" will change a" well. By implementing SAP& yo! will e""entially re'e"ign yo!r c!rrent practice" to mo'el more efficient or pre'efine' 7e"t 7!"ine"" practice" a" e"po!"e' 7y SAP. $e"i"tance to thi" change will impe'e the progre"" of yo!r implementation.

# #P Methodolog! ) Phase 1) 4usiness 4lueprint

SAP ha" 'efine' a 7!"ine"" 7l!eprint pha"e to help e0tract pertinent information a7o!t yo!r company that i" nece""ary for implementation. The"e 7l!eprint" are in the form of 2!e"tionnaire" that are 'e"igne' to pro7e for information that !nco(er" how yo!r company 'oe" 7!"ine"". A" "!ch& they al"o "er(e to 'oc!ment the implementation.

)ach 7!"ine"" 7l!eprint 'oc!ment e""entially o!tline" yo!r f!t!re 7!"ine"" proce""e" an' 7!"ine"" re2!irement". The 5in'" of 2!e"tion" a"5e' are germane to the partic!lar 7!"ine"" f!nction& a" "een in the following "ample 2!e"tion": 14 6hat information 'o yo! capt!re on a p!rcha"e or'erG 24 6hat information i" re2!ire' to complete a p!rcha"e or'erG #ccelerated #P ,uestion and ans+er data(ase9 The 2!e"tion an' an"wer 'ata7a"e 3@ADB4 i" a "imple altho!gh aging tool 'e"igne' to facilitate the creation an' maintenance of yo!r 7!"ine"" 7l!eprint. Thi" 'ata7a"e "tore" the 2!e"tion" an' the an"wer" an' "er(e" a" the heart of yo!r 7l!e print. C!"tomer" are pro(i'e' with a c!"tomer inp!t template for each application that collect" the 'ata. The 2!e"tion an' an"wer format i" "tan'ar' acro"" application" to facilitate ea"ier !"e 7y the project team. Issues data(ase9 Another tool !"e' in the 7l!eprinting pha"e i" the i""!e" 'ata7a"e. Thi" 'ata7a"e "tore" any open concern" an' pen'ing i""!e" that relate to the implementation. Centrally "toring thi" information a""i"t" in gathering an' then managing i""!e" to re"ol!tion& "o that important matter" 'o not fall thro!gh the crac5". ?o! can then trac5 the i""!e" in 'ata7a"e& a""ign them to team mem7er"& an' !p'ate the 'ata7a"e accor'ingly.

# #P Methodolog! ) Phase) 3 ) Realization9

6ith the completion of the 7!"ine"" in pha"e 2& Df!nctionalD e0pert" are now rea'y to 7egin config!ring SAP. The $eali.ation pha"e i" 7ro5en in to two part". 14 ?o!r SAP con"!lting team help" yo! config!re yo!r 7a"eline "y"tem& calle' the 7a"eline config!ration. 24 ?o!r implementation project team fine9t!ne" that "y"tem to meet all yo!r 7!"ine"" an' proce"" re2!irement" a" part of the fine t!ning config!ration. The initial config!ration complete' '!ring the 7a"e line config!ration i" 7a"e' on the information that yo! pro(i'e' in yo!r 7l!eprint 'oc!ment. The remaining appro0imately 2HI of yo!r config!ration that wa" not tac5le' '!ring the 7a"eline config!ration i" complete' '!ring the fine t!ning config!ration. *ine t!ning !"!ally 'eal" with the e0ception" that are not co(ere' in 7a"eline config!ration. Thi" final 7it of twea5ing repre"ent" the wor5 nece""ary to fit yo!r "pecial nee'". Con"iguration Testing9 6ith the help of yo!r SAP con"!lting team& yo! "egregate yo!r 7!"ine"" proce""e" into cycle" of relate' 7!"ine"" flow". The cycle" "er(e a" in'epen'ent !nit" that ena7le yo! to te"t "pecific part" of the 7!"ine"" proce"". ?o! can al"o wor5 thro!gh config!ring the SAP implementation g!i'e 3I/,4. A tool !"e' to a""i"t yo! in config!ring yo!r SAP "y"tem in a "tep 7y "tep manner. :no+ledge Trans"er9 A" the config!ration pha"e come" to a clo"e& it 7ecome" nece""ary for the Project team to 7e "elf9

"!fficient in their 5nowle'ge of the config!ration of yo!r SAP "y"tem. Anowle'ge tran"fer to the config!ration team ta"5e' with "y"tem maintenance 3that i"& maintenance of the 7!"ine"" proce""e" after ,o9li(e4 nee'" to 7e complete' at thi" time.In a''ition& the en' !"er" ta"5e' with act!ally !"ing the "y"tem for 'ay9to9'ay 7!"ine"" p!rpo"e" m!"t 7e traine'.

# #P Methodolog! ) Phase 7 ) Final Preparation9

A" pha"e 3 merge" into pha"e & yo! "ho!l' fin' yo!r"el(e" not only in the mi'"t of SAP training& 7!t al"o in the mi'"t of rigoro!" f!nctional an' "tre"" te"ting. Pha"e al"o concentrate" on the fine t!ning of yo!r config!ration 7efore ,o9li(e an' more importantly& the migration of 'ata from yo!r ol' "y"tem or "y"tem" to SAP. 6or5loa' te"ting 3incl!'ing pea5 (ol!me& 'aily loa'& an' other form" of "tre"" te"ting4& an' integration or f!nctional te"ting are con'!cte' to en"!re the acc!racy of yo!r 'ata an' the "ta7ility of yo!r SAP "y"tem. Beca!"e yo! "ho!l' ha(e 7eg!n te"ting 7ac5 in pha"e 2& yo! 'o not ha(e too far to go !ntil ,o9li(e. ;ow i" an important time to perform pre(entati(e maintenance chec5" to en"!re optimal performance at yo!r SAP "y"tem.At the concl!"ion of pha"e & ta5e time to plan an' 'oc!ment a ,o9li(e "trategy. Preparation for ,o9li(e mean" preparing for yo!r en'9!"er" 2!e"tion" a" they "tart acti(ely wor5ing on the new SAP "y"tem.

# #P Methodolog! ) Phase 8 ) 'o)li%e and upport9

The ,o9li(e mile"tone i" it"elf i" ea"y to achie(e: a "mooth an' !ne(entf!l ,o9li(e i" another matter altogether. Preparation i" the 5ey& incl!'ing attention to what9if "cenario" relate' not only to the in'i(i'!al 7!"ine"" proce""e" 'eploye' 7!t al"o to the f!nctioning of technology !n'erpinning the"e 7!"ine"" proce""e" an' preparation for ongoing "!pport& incl!'ing maintenance contract" an' 'oc!mente' proce""e" an' proce'!re" are e""ential. What is 'ap #nal!sis in #P? In "imple term" ,ap mean" "mall crac5". In SAP worl' or in Information Technology worl'& gap analy"i" i" the "t!'y of the 'ifference" 7etween two 'ifferent information "y"tem" or application" 3e0: e0i"ting "y"tem or legacy "y"tem with Client an' new i" SAP4& often for the p!rpo"e of 'etermining how to get from one "tate to a new "tate. A gap i" "ometime" "po5en of a" Dthe "pace 7etween where we are an' where we want to 7e.D The proce"" of gap i'entification 7etween the c!rrent "tate 1 the f!t!re "tate or the 'e"ire' "tate i" the 7eginning point of the "chool impro(ement proce"". The gro!n' wor5 for the impro(ement planning i" lai' when the 'eep analy"i" of the factor" that ha(e create' the c!rrent "tate i" i'entifie'. The gap analy"i" proce"" can 7e !"e' to en"!re that the impro(ement proce"" 'oe" not j!mp from i'entification of pro7lem area" to propo"e' "ol!tion" witho!t !n'er"tan'ing the con'ition" that create' the c!rrent "tate.

The following g!i'eline" are "!gge"te' for gap analy"i" in SAP 7y principal" an' team lea'er" who are charge' with 'e(eloping camp!" impro(ement plan": 14 I'entifying gap" 'oe" not mean that in'i(i'!al" are at fa!lt rather it i" a mean" of e0amining "y"temic factor" that contri7!te' to the c!rrent "tate. 24 %"ing the "cale to 'etermine the c!rrent "tate i" mo"t "!cce""f!l if the gro!p 'oing thi" wor5 i" a""!re' that they can 7e hone"t in their a""e""ment" witho!t fear of retri7!tion. 8ne way to reinforce thi" i" to ha(e participant" write their rating" on "tic5ier that are collecte' an' po"te' on a flip with a "cale 'rawn on it. Thi" will "!pport anonymity. The e(i'ence that i" gi(en to "!pport rating" i" !"!ally 'eli(ere' (er7ally& 7!t it co!l' 7e written an' collecte' in an anonymo!" proce"" if the lea'er 5now" that in'i(i'!al" ha(e concern". 34 The information gathere' in thi" proce"" nee'" to 7e written !p an' re(iewe' 7y the team that i" wor5ing on the impro(ement plan. If 2!e"tion" ari"e from thi" re(iew proce""& the team co!l' o!tline a mean" of in(e"tigating the i""!e to (erify it. 4 The intent of thi" proce"" i" to gather information that will 7e !"e' to 'e(elop a f!t!re or 'e"ire' "tate 7a"e' on the in'icator" that are on the gap analy"i" wor5"heet. The team may 'eci'e to write a''itional in'icator" or to re(i"e e0i"ting in'icator" if it 'eci'e" that the nee' e0i"t". #4 A" a re"!lt of i'entifying the gap" 7etween the c!rrent "tate an' the f!t!re "tate& planning team" can 'e(elop a pro7lem "tatement that "!mmari.e" the !n'erlying "tr!ct!ral i""!e that nee'" to 7e a''re""e'. A root ca!"e analy"i" can then 7e 'e(elope' in or'er to 'etermine the factor" that are cr!cial to impro(ement. +4 The factor" that are i'entifie' are then !"e' in the 'e(elopment of goal" an' o7jecti(e" for the impro(ement plan. Method o" Fit 'ap #nal!sis in #P0

14 Sim!lation Ba"e' J Plan 9K Implement 9K Analy.e 9K Capt!re 24 Brain"torming Di"c!""ion Ba"e' J Sche'!le 9K Di"c!"" 9K Capt!re 9K Analy.e 34 @!e"tionnaire Ba"e' J Analy.e 9K *orm!late 9K An"wer 9K )0tract 4 >y7ri' Type J Plan 1 Sche'!le 9K Di"c!"" 1 *orm!late 9K An"wer 1 Analy.e 9K)0tract 1 Capt!re Recommendation "or organizations implementing #P

Roles o" a #P MM Consultant

1. Ba"ic" SAP 8(er(iew SAP $B3 Ba"ic" B!"ine"" *ramewor5 Architect!re // 8(er(iew 8rgani.ation Str!ct!re of an )nterpri"e Proc!rement Proce"" P!rcha"e $e2!i"ition P!rcha"e 8r'er ,oo'" $eceipt In(oice <erification 2. // Proc!rement Proce"" /a"ter Data
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/aterial /a"ter <en'or /a"ter P!rcha"e info $ecor'

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P!rcha"e 8r'er 3P84 P!rcha"e $e2!i"ition 3P$4

$e2!e"t for @!otation" 3$*@4

Special Stoc5" an' Special Proc!rement Type"

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Stoc5 Item" ;on9Stoc5BCon"!ma7le Item" 8ne Time /aterial Ser(ice 8r'er"& Ser(ice )ntry Sheet S!7contracting Stoc5 Tran"port 8r'er

3. // Proc!rement Proce"" 3contin!e'4 So!rce Determination

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So!rce -i"t So!rce Determination

$elea"e Proce'!re" for P!rcha"ing Doc!ment" 3with an' witho!t cla""ification4

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Creation of Characteri"tic" Creation of Cla"" $elea"e ,ro!p"& Co'e& In'icator& Pre9re2!i"ite" $elea"e Strategie"

. In(entory /anagement ,oo'" $eceipt ,oo'" I""!e Tran"fer Po"ting $e"er(ation Phy"ical In(entory #. In(oicing In(oice Po"ting <ariance" an' Bloc5ing $ea"on" $elea"e Bloc5e' In(oice" A!tomatic Settlement" 9 )(al!ate' $eceipt Settlement 3)$S4 +. <al!ation an' Acco!nt A""ignment /aterial Price Change /aterial <al!ation Type Config!re A!tomatic Acco!nt Determination

L. /aterial $e2!irement" Planning 3/$P4 Planning $e2!irement" 8(er All Proce'!re" Planning $!n M. $eporting in SAP // $eporting at Doc!ment -e(el $eporting with the -ogi"tic" Information Sy"tem N. Integration with other mo'!le" 8(er(iew of integration of // with other mo'!le" *IC8& SD an' PP