APPS Consulting

Specialists in SAP Human Capital Management

Our Deliverables

The following deliverables have been identified and must not be compromised to ensure a reliable and acceptable service to SAP customers:

 

· To provide security management

· To provide customized end-user training

· To provide a cheaper service to customers

· To provide network and systems management

· To provide a higher quality of service to customers

· To provide specialised post-implementation support

· To provide on-going maintenance, development and support

· To recruit suitable qualified staff to ensure business continuity

· To provide internet / intranet based development on UNIX and NT platforms

· To establish an environment to provide SAP R/3 Human Resources support

· To transfer knowledge and train new staff to provide a sustainable level of support

· To provide services specializing in implementation, upgrade and integration of enterprise software

 

The method for an implementation or upgrade of all the above mentioned deliverables will be managed according to the ASAP methodology as follows:

 

Phases for Implementation or Upgrade

The availability of internal skills as well as the time frame of an implementation or accelerated upgrade, a high-level project plan must be compiled and the internal and external resources required for the implementation or upgrade.  Bear in mind that the project plan with resources could change depending on the final scope definition.  A quality check after each phase will be done to ensure value for money to the satisfaction of the SAP customer.

Phase 1 – Implementation or Upgrade Project Preparation

During this phase preparation work for the project will begin.  Typical activities during this phase will be:

· Initial Implementation or Upgrade Project Planning

· Implementation or Upgrade Project Procedures

· Technical Requirements Planning

· Training Implementation or Upgrade Project Preparation

· Implementation or Upgrade Preparation

 

The purpose of this phase is to provide initial planning and preparation for the project.  Although each SAP R/3 project has its own unique objectives, scope and priorities, the steps in Phase 1 help identify and plan the primary focus areas to be considered. The project preparation phase with the ASAP estimator guides the team through a series of predefined questions and the assessment of technical infrastructure "as is" and "to be".

 

Phase 2 - Business Blue Print

Phase 1 will pave the way for the compilation of a business blueprint.  Here though it has to be mentioned that in order to complete the business blue print successfully in budget and on time, it is not only necessary for the SAP customer’s procedures and processes to be completed, accepted and signed off, it is crucial that the business is involved. If this is not done, the current processes will be documented and catered for in the business blue print. The new or old business processes will be refined during this phase and consolidated into a single document, which in turn should then be in line with the business processes required by the SAP customer. This approach will ensure that the specific needs of the SAP customer will be identified and the best suitable solution for the company be developed and implemented.

 

Phase 3 – Realisation of DEV and QAS

The focus during this phase is to configure the SAP R/3 system to fit to the SAP customer’s business blueprint and to develop conversion programs, application interface programs and to reload the system for production (live) operation after an overall test is conducted and user sign-off has been obtained. Other activities that are focussed on during this phase are end-user (and business) preparation and issue management, communication and project team support.

 

Phase 4 – Realisation of Production

The purpose of this phase is to complete the final preparation, including testing, end user training, communication (specifically to the affected external stakeholders, customers and vendors about the changes), and system management and cutover activities, all to finalise the SAP customer’s readiness to go live. During this phase, organisational change structures are identified and prepared to ensure post implementation or upgrade continuation, e.g. new job / role profiles; post go-live support structures, etc. Emerging organisation change requirements are also identified. The final preparation phase also serves to resolve all crucial open issues. On successful completion of this phase, the SAP customer will be ready to run their business in their live R/3 System.

 

Phase 5 - Go live and Support

The purpose of this phase is to move from a pre-production environment to live production operation. The support organisation for end users is set up, not just for the first critical days of their production operations, but also to provide long-term support. During this phase, end users of the R/3 System have many questions. There must be a solid end user support organisation easily accessible to all end users. This phase is also used to monitor system transactions and to optimise overall system performance. It is also important to do a post implementation or upgrade assessment, not only to assess perceptions of system compliance to expectations and to identify outstanding issues and concerns, but also to measure the performance of the different teams and processes.  Communication around achievements, outstanding issues, how they will be addressed and lessons for future projects, are addressed. Finally, the completed project is closed. The post implementation or upgrade analysis takes place usually about a month post go-live to allow for a settling down period.

 

Roles and Responsibilities

Project Manager - The Project Manager owns the project deliverables and is responsible for day-to-day project management. The Project Manager is the primary liaison with the steering committee and project sponsor, as well as the SAP (or partner) consulting team. From a project perspective, he or she would report to the Program Manager. The Project Manager must proactively anticipate project deviations and be responsible for taking immediate corrective action. In addition, the project manager must obtain an understanding of the overall system and business process integration in the company’s environment. The Project Manager escalates strategic issues to the program manager/executive sponsor for resolution.

 

The responsibilities of the Project Manager include:

· Prepare and maintain the project plan, project budget, and work plan.

· Oversee all activities on the project plan and their status - take immediate corrective action in case of project deviations.

· Manage project resources.

· Monitor progress and communicate project status to the steering committee, project sponsor, and the regional or program leadership team.

· Streamline the issue resolution process and escalate critical items.

· Obtain a good understanding of the technical tasks in order to be able to assess the status of the infrastructure and system administration work packages

 

Business Process Owner - The Business Process Owner (BP Owner) owns the business process from a strategic point of view. The BP Owner works directly with the business process team to communicate the success factors associated with the BP Owner’s business process areas. The BP Owner is responsible for approving the SAP System solution for (an) assigned business area(s). The BP Owner is usually a member of the company’s senior management, for example Controller, Vice President of Manufacturing, Purchasing Director, and so on. The BP Owner can be, but is not necessarily, a Steering Committee Member. The BP Owner works to facilitate a timely resolution of open issues either by making the decision himself or by consulting with his peers.

 

The primary responsibilities of the Business Process Owner include:

· Ensure that the business targets and objectives are met by the system.

· Work with the business process team to develop the To-Be view of the business processes.

· Plan change management activities for existing business processes necessary for a successful system implementation.

· Identify and manage mission critical business scenarios in the system environment and validate expected results versus actual results be available for consultation with the business process teams at short notice.

· Make business process decisions within two working days or escalate conflicts to the next level.

 

Project Team Training

Training of the project team on SAP R/3 will be scheduled according to project requirements.  The following training is recommended to ensure maximum results:

· Overview and functional training during the initial project activities for super users and business analysts on all relevant modules

· ABAP Development during the initial project activities for the developers

· Change awareness training will be provided to all team members to prepare them for the typical SAP project realities and challenges

· Training in the beginning of each phase of implementation or upgrade will also take place

· Our consultants to provide business training to the project team to equip them with skills necessary to support the system after upgrade.

 

The objective is to familiarise the project team members with the SAP R/3 system and project challenges, which enables them to successfully work with the SAP R/3 system.

 

The first step is a system overview (navigational training), which provides basic information about the SAP R/3 system and its modules. The functional overview gives the attendee an overview of the main module.

 

We place a high value on teaming with our SAP customers. Our approach to projects is based on a co-operative, teamwork-oriented style versus the traditional "turn-key" approach, which often does not leave the necessary infrastructure in place to ensure ongoing system support and evolution. This means that besides this formal training there will be a continuous knowledge transfer from our consultants to the SAP customer’s project team members. This informal training takes place on a day-to-day basis and will ensure optimum “project team buy-in” into the project and results in a high standard, based on motivated team members.

 

Business Training

The purpose of the business training is to equip the SAP customer’s implementation or upgrade project team members with the necessary knowledge of the SAP system in order to enable them to apply business principles to the SAP R/3 system. The knowledge regarding the SAP R/3 logic and philosophies will be transferred during this period. The aim of business training is to provide the SAP customer’s team members with the required knowledge and understanding to become "internal consultants" and enable them to handle all the SAP R/3 mapping and customisation themselves, therefore minimising external consultants' involvement.

 

This implies that we will focus on empowerment and skill transfer on a very personal level with all the relevant user team leaders. The train-the-trainer approach would be a key feature in this option. This also means that the consultants concerned are specialists within their respective areas.

The training will be done in a workshop environment. The functionality scope applicable during the workshop will be based on functionality determined during phase 2 of the project. During this training session the structuring of the SAP system to suit business requirements, customisation of specific functionality and the integration aspects of the SAP R/3 system will be dealt with.

 

Management Approach

A SAP system implementation or upgrade impact affects a wide-ranging organisational change that needs to be accounted for. It is much more than only a software installation. If not approached correctly such an upgrade may cause serious and costly delays, less than expected realisation of benefits, reduced employee morale and mistrust by internal and external stakeholders. It is known that the non-attendance to these hidden softer issues is the primary reasons for the failure of ERP system implementations or upgrades.  Real business benefits flow from the concurrent organisation transformation and not the technology in itself.

 

As part of the total solution paradigm the change management deliverables are designed in accordance with the needs of the ASAP methodology. The level of the change management deliverables therefore depends on the outputs of the specific project phases.  Change management is a design that aims not only to develop and use the technical consultants as skilled change agents, but also to release the inherent change potential within the involved organisation processes. Change management is seen as a core competence that needs to be instilled in all organisations to exponentially make them more equipped to handle change. To transform organisational culture is a long and demanding process and usually falls outside the scope of a typical SAP project. The dynamic environment demands flexibility and speed.

 Company Registration No: 2000/068706/23

  

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Closed on Saturday, Sunday and Public Holidays.

 

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No: 4340213570