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Hour 7. Implementing SAP: Resources and Timelines

Hour 7. Implementing SAP: Resources and Timelines

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AssemblingtheProjectTeam

Thedesign,makeup,andskillsetsembodiedintheSAPProject

Teamarecriticaltothesuccessofyourimplementation.The

designandstructureofthisteammustencompassallareasof

yourcompany'saffectedbusinessunitsaswellasexecutive

managementsupportandunderlyingITsupport.Areasof

considerationindeterminingthestructureofyourteamshould

includethefollowing:

Assessmentofthebusinessareasthatwillbeaffectedby

theSAPinstallation(suchastheFinancedepartment,

Accountingdepartment,Warehousinggroup,Plant

Maintenanceorganization,Executivedecisionmakers,and

soon).

Assessmentoftheskillsrequiredofeachteammember,

frommanagerialandleadershiptoprofessionaland

technicalskills.

Whenyoudeterminewhatareaswillbeaffectedandwhatskill

setswillbeneededbythevariousProjectTeammembers,you

alsoneedtolookforindividualswhoeitherpossessorcanbe

enlightenedtopossessthestrategicvisionrequiredbythose

taskedwithimplementingSAP.Morespecifically,thevisionof

changeandthere-engineeringofyourcurrentprocessesis

essentialtoasuccessfulimplementation.

Yourcompany'sProjectTeamalsoneedstobecomprisedof

individualsfromalllevelsofthebusinesswhowillbeimpacted

bytheSAPimplementation.Evenmoreimportantly,uppermanagementsupportisrequiredforefficientdecisionmaking

andprojectdirection.AndthroughouttheProjectTeam,

membersmustbefocusedonresultsasmuchasonsatisfyinga



long-termvision.Tothisend,anidealProjectTeam"strawman"

structureisillustratedinFigure7.1.



Figure7.1.AnSAPProjectTeamstructureshould

reflectthesefundamentaldesignandroletenets.



FivekeycharacteristicsthatyourideallystructuredProject

Teamshouldpossessinclude

Abilitytoassesshowthenewsystemwillenableoraffect

individualandcollectivebusinessprocessescompany-wide.

Abilitytoidentifytheimpactoncurrentbusinessprocesses.

Abilitytocomprehendtherequirementsforre-engineering

identifiedbusinessprocesseshostedbySAP.

Individualswhocollectivelyhavetheknowledgetodesign

andcompletetheintegrationoftheSAPstructure,



hierarchies,andbusinessprocessconfigurationacrossyour

enterprise.

Individualswhowillprovideanefficienttransferof

knowledgethroughouttheimplementationandpost-Go-Live

maintenanceofyourSAPsystem.



ProjectSponsor

Atthispoint,certainsenior-levelexecutivesarealready

convincedthatimplementingSAPistherightthingforthe

companyanditsstakeholders.Typically,othersmuststillbe

convincedthatthebusinessunitsareontherighttrack,and

thattheinvestmentinSAPisnotonlywarranted,butinthe

company'sbestinterests.ThisiswheretheProjectSponsor

spendshisorhertimeinitially,gainingconsensuswithinthe

impactedbusinessareas,executivecircles,andvariousIT

organizationsthatwillultimatelycontributetosupportingthe

project.

TheProjectSponsoralsoplaysakeyroleininitiallyguidingthe

SteeringCommittee,discussedlaterinthishour.TheProject

Sponsorbuildsmomentum,gainingbuy-inand"talkingup"the

projectthroughoutthecompany.WhentheProjectSponsor

workswiththevariousbusinessunitstohelpthemunderstand

howimportanttheywillbetotheproject,andhowmuchbetter

theprojectwilladdresstheirneeds,excitementandbuy-in

aroundtheprojectnaturallygrowsintheseearlydays.



ProjectManagement

AnotherkeyroleisthecompanyProjectManager(PM),whois

responsiblefortheoverallmanagementofyourSAP

implementation.Thisindividualisresponsibleforcoordinatinga



cooperativeproductiveenvironmentbetweenallthedifferent

teammembers,sothattogethertheteamcanachievesuccess.

ThispositionisoftennamedbytheProjectSponsororSteering

Committee,andheldbyacompany-internalmanageror

assignedconsultant.Alternatively,atriumvirateofPMscanbe

assigned,oneeachfromthecompany,primarySAPconsulting

orintegrationpartner,andSAPitself.

ThePM,liketheProjectSponsor,musttailorhisorherlanguage

andothercommunicationsskillstotheaudience,beittheboard

room,shopfloor,ITgroup,oranynumberoffunctional

organizationslikeAccountsPayableortheSupplyChainteam.

ThePMmustalsobeawareofthepoliticssurroundingthe

variousorganizations.Thisincludesdeterminingwhothe

informaldecisionmakersare,aswellastheonesgrantedthis

authoritythroughformalleadershippositions.



ExecutiveSteeringCommittee

ThehighestlevelwithinyourProjectTeamstructureshould

consistofyourhigh-levelmanagers,executivedecisionmakers,

andotherstakeholderswithakeeninterestinseeingtheSAP

implementationthroughtocompletion.Itisthiscommittee's

abilitytosteertheprojectintherightdirectionwiththeir

managementexperienceanddecision-makingpowerthat

makesthemthevitalfoundationofasuccessfulProjectTeam.

TheProjectSponsorisoftenapartofthecommittee,whereas

theProjectManageristypicallynotpartofthis"circle,"but

insteadguidedtosomeextentbythecommittee.Keymembers

include

TheProjectSponsoror"Chair,"oftenaseniorexecutive

taskedwithmakingSAPareality.

Ahigh-levelrepresentativeofeachfunctionalareaforwhich



SAPwillbedeployed.Forexample,thismightinclude

representativesfromFinance,HR,Manufacturing,Logistics,

andWorldwideSales.

AseniorrepresentativeoftheCompany'sChiefInformation

Officer,ortheactualCIO.

TheProjectSponsor,ifnotalreadyidentifiedpreviously.

ThecompanyProjectManager(asopposedtootherPMs

whoareoftenappointedfromconsultingandintegration

partnersandSAPitself).

ThemanagerordirectorofEnterpriseComputingSystems

(oranequivalenttitle);thispersonisusuallyresponsible

forthesystemscurrentlyinplace,systemsthatwillbe

retiredwhenSAPisintroduced.

Asenior-levelSAPSolutionArchitect(SA),orsometimes

SAP'sappointedProjectManager;theSteeringCommittee's

technicalliaison.

TaskscrucialtotheExecutiveSteeringCommitteeinclude

Identifyingandapprovingthescopeofproject

Settingpriorities

Settlingdisputes

Committingresourcestotheproject

Monitoringtheprogressandimpactoftheimplementation



Empoweringtheteamtomakedecisions



WatchOut!

Theimportanceofuppermanagement'sbuy-incannotbe

underestimatedithasadirectimpactonthesuccessofthe

implementation.Theprojectsthathavethemostproblemsare

oftentheoneswhereupper-managementsupportisunclearor

divided.



ProjectManagementSupport

ThesecondhighestlevelofsupportinanidealProjectTeam

structureincludesyourProjectManagementfunction.The

projectmanagementteamorProjectManagementOffice(PMO)

isusuallycomprisedofSAPconsultingandsupport

professionalsandyourSAPalliancepartnerstheBig4andany

numberofhardware-orientedandboutiqueSAPconsultingand

supportorganizations.Itistheirjobtodirectandworkin

conjunctionwiththelargerteamtoassurethatyourSAP

implementationisasuccess.



SAPConsultingandSupportProfessionals

ThesupportyoureceivefromSAPshouldensurethatyoutake

bettercontrolandownershipofyourSAPproject.YourSAP

supportprofessionalsarealsocrucialinacceleratingyour

teams'learningprocessthrougheducationandinstructionby

usingtheirSAPknowledgeandexperience.TheSAPConsulting

andSupportprofessionalsobtainedfromSAPassistyourteam



withprojectorganizationthroughoutthedurationoftheproject.



SAPAlliancePartners

SAPAlliancepartnersconsistofanySAP-approvedpartner

companiesthatofferanadditionallevelofsupportforyourSAP

system.ThisincludesadditionalgeneralSAPconsultingand

integrationsupportaswellassupportforSAP-partneredthirdpartyproducts.



TeamLeaders

ItistheresponsibilityofyourTeamLeaderstoworkwiththe

ProjectManagertoplanandmanageyourproject'sscope,

schedule,andresources.Theyidentifytheimpacton,andthe

requirementsfor,businessprocessestosupportthe

organization'sre-engineeredvisionthroughthedeploymentof

SAP.

TheTeamLeadersholdtheresponsibilityforleadingthedesign,

integration,andtestingofSAPacrossyourcompany's

functionalbusinessprocesses.Theyalsoserveasleadersand

rolemodelsfortheirteamsandareanintegralpartofthe

knowledge-transfermechanismbetweenteammembersthatis,

betweentheconsultantsandcompany-staffedteams.



FunctionalAnalysts

FunctionalAnalystsdesignyourSAPsolutionforyourcompany

basedonyourindividualanduniquerequirements.Theseare

usuallynontechnicalmanagerswho,onaday-to-daybasis,

managesomefunctionalareaofyourbusiness.Examplesof

FunctionalAnalystsinclude



FinancialAccountingDirector

HumanResourcesSupervisor

ShippingandReceivingManager

Itistheirjobtoforeseetheimpactthattheimplementationwill

haveonyouremployeesandyourcompany'sbusiness

processes.Theyalsoneedtoevaluatetheoutputthatis

currentlygeneratedanddeterminethefunctionsandprocesses

thatwillproducetheoutputinthefuture.Averyimportant

functionforaFunctionalAnalystistodeterminetheteams'

trainingrequirementsandperformancesupport.



TechnicalAnalysts

AsopposedtotheFunctionalAnalysts,theTechnicalAnalysts

areyourskilledInformationTechnology(IT)professionals.

Theseindividualshavethecomputerskillsandsavvyandwill

serveasthetechnicalleadersforyourteam.Itbecomesthe

responsibilityoftheTechnicalAnalyststotechnicallydeployand

configureyourSAPsystemtosuccessfullysupportyour

company'suniqueprocesses.

Theyarealsoresponsiblefordesigninganyinterfacesor

customizationsthatyourSAPsystemmightrequire.These

technicallyinclinedassociatesalsoholdthetaskofdesigning

yourconversionplanandtheactualmigrationofdatafromyour

oldsystemtothenew.Assuch,theTechnicalAnalystsholdkey

enablingpositionswithinthelargerscopeofthe

implementation.



SystemAdministrators



SystemAdministratorsareresponsibleforthemaintenanceof

youractualhardware/softwaretechnologystackandyourSAP

installation.Itistheirdutytoadminister,maintain,andprotect

yourSAPdata.Thisincludespreparingandverifyingscheduled

backups,maintainingspools,installingupgrades,andapplying

hotpackages,legalchangepackages(LCPs),andsoon.System

Administratorsoftenbeginmanagingthesystemsforwhich

theywillberesponsiblemonthsbeforeGo-Live,andthencarry

onwiththisresponsibilityadinfinitum.

Hotpackagesarefixesthatyoudownloadorotherwisereceive

fromSAPonaperiodicbasis.Theyaredesignedtocorrector

enhanceyourcurrentSAPversion.Hotpackagesincludeany

tweakingdonetotheSAPsystemthatcanbeinstalledasafix

beforethenextreleaseoftheproduct.

Legalchangepackagesareenhancementsthatareissued

occasionallytoaccommodatelegislativeandgovernmental

regulationchangesthatarerequiredbeforethenextofficial

releaseofthesoftware.







TrainingtheProjectTeam

ItistheresponsibilityoftheProjectManagertodevelopa

trainingstrategyforallthedifferentlevelsoftheProjectTeam.

SAPhasidentifiedthreelevelsoftraining,assummarizedin

Table7.1,illustratedinFigure7.2,anddescribedinthe

followingsections.

Table7.1.Training-LevelClassDescriptions

Level Prerequisites



Description



1



None



Level1coursesidentifyentry-levelor

high-leveloverviewclassesdesignedto

introduceageneralthemetothestudent

forthefirsttime(forexample,anSAP

Overviewcourse).



2



Level1



Level2coursesareusuallyan

introductiontoaspecificsubjectmatter

(thatis,ABAPWorkbenchBasics).



3



Level1andLevel2 Level3coursesdelvedeeperintosubject

contentintroducedinLevel2courses.



Figure7.2.SAPtrainingcoursesaredividedinto

threelevelsbasedoncomplexityandtargets.



TheSAPtrainingmethodologyisbasedonthreeprinciples:

Awareness,Readiness,andProficiency.



Level1Training

Level1focusesoncustomerawareness.Level1courses

generallyfocusonintroductoryfeaturesandfunctionsto

familiarizeyouwiththeSAPenvironmentandterminology.

Level1classesinclude

SAPECCorBWOverview

SAPBasis/TechnologyOverview



Level2Training



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