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ASAP91
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ASAP91 SAP Implementation
ASAP91
SAP Implementation
© SAP AG 1999
R/3 System
Release 4.6B
February 2000
Material nr.: 50036747
Page 2 of 296
Copyright
© SAP AG 1999
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Page 3 of 296
ASAP Curriculum
Level 2 Level 3
ASAP92
Tools in Detail
ASAP91 2 Days
SAP
Implementation
3 Days ASAP93
Global
Implementations
2 Days
ASAP90
Project Mgt
ASAP95
& Leadership Managing
3 Days Organizational
Change
2 Days
Required prerequisite
Strongly recommended
© SAP AG 1999
The SAP training curriculum is structured with 3 levels of course to provide awareness (level 1),
readiness (level 2) and proficiency (level 3) respectively. The ASAP curriculum comprises the 5
courses above. The level 2 courses provide the overview, with the level 3 courses providing a more
detailed coverage firstly of the basic ASAP tools (ASAP92), and then of the specific areas of: global
implementations; and managing the organizational change as a result of an SAP implementation.
ASAP91 is the basic AcceleratedSAP course and is the foundation for learning ASAP. It is a
prerequisite for ASAP90, ASAP92, as well as ASAP93. Although not required, it is also a strongly
recommended preparation for ASAP95.
Page 4 of 296
Course Prerequisites
© SAP AG 1999
Page 5 of 296
Target Group
z Audience:
Project Managers, Project Team Leaders,
Project Team Members
z Duration: 3 days
© SAP AG 1999
Page 6 of 296
Course Overview
Contents:
z Overall Course Goals
z Course Objectives
z Table of Contents
© SAP AG 1999
© SAP AG 1999
© SAP AG 1999
Preface
Appendices
© SAP AG 1999
This course is structured to follow the AcceleratedSAP Roadmap. The Roadmap is the
AcceleratedSAP methodology of both SAP Implementation and the continuous improvement
thereafter.
The ASAP Overview unit introduces the AcceleratedSAP concept, Roadmap methodology included,
and its constituent tools and accelerators. The Implementation and Continuous Improvement units
then address each of the AcceleratedSAP Roadmap phases in turn to overview the roles and
responsibilities, what needs to be done, and how this is supported by the tools and accelerators. The
final unit (ASAP Related) overviews forthcoming developments in the ASAP methodology and
tools.
Contents:
ASAP Defined
Tools Available in ASAP
© SAP AG 1999
© SAP AG 1999
ASAP Overview
ASAP Defined
Tools Available
in ASAP
Legend:
Unit
Unit
Topic
Topic
© SAP AG 1999
© SAP AG 1999
© SAP AG 1999
People: TeamSAP
Solutions expertise
Quality
SAP Processes:
Pro
Consulting partners AcceleratedSAP
le
Complementary Consistency
op
ce
software partners AcceleratedSAP Roadmaps or
Pe
ss
Technology & powered by methodologies
es
hardware partners SAP Review Program
Products Support, services
& education
Products:
The Business Framework
Strength
R/3 product family
Complementary software products
Technology partner products
Industry solutions
© SAP AG 1999
TeamSAP represents a total organizational commitment by SAP and partners to the overall success
of customers by helping them define the right business solution, by providing assistance during
implementation and by guiding them as their business changes.
TeamSAP projects have the following standards to assist in the success of customers:
TeamSAP Coach - single point of contact for customer, providing fast answers to any questions.
ASAP or ”powered-by”* implementation methodologies - ASAP is a clearly defined
implementation strategy that ensures customers a quick and predictable implementation, regardless
of size or complexity of environment.
* Powered-by implementation methodologies are SAP Partner methodologies incorporated into
the ASAP methodology.
Managed by SAP or TeamSAP Partner - the TeamSAP Partner certification program represents
the commitment between SAP and its partners to work together for the overall benefit of the
customer.
Quality Assurance Check - this program allows SAP to proactively measure how the project is
progressing, how well the implementation methodology is being followed, to verify performance
and to make sure customers are getting the solution presented in the software selection process.
Steering Committee Representation - SAP representation on the customer's project steering
committee will help provide strategic direction to the customer's implementation and for future
business changes.
ASAP Roadmap
Continuous
Project
Preparation Final Preparation Improvement
Business Go Live &
Realization
Blueprint Support
Methodology Implementation
Project
Management Assistant
Project- Q&Adb
Organizational
Change Related ASAP
ASAP Tools Implementation
Guide
Management Knowledge
Profile Generator
Risk Analysis
Transport System
Review Services
Training,
Training, Licensing
Licensing Training
Training Material
Material
(Knowledge
(Knowledge Warehouse),
Warehouse), Support,
Support, Project
Project Reviews
Reviews
© SAP AG 1999
AcceleratedSAP (ASAP) is the implementation solution provided by SAP. ASAP integrates several
components that work in conjunction to support the rapid and efficient implementation of the SAP’s
R/3 System, Industry Solutions and New Dimension products. The components that make up ASAP
are :
Methodology - The ASAP Roadmap defines the phases of the implementation process and
supports these with a comprehensive project plan. The project plan comprises MS Project
templates providing complete work breakdown structures and resource assignments.
Tools - The ASAP process is supported by a comprehensive set of both PC-based and R/3-resident
tools.
Service - Hotline, Consulting, Training, Project Reviews, SAPNet
Project related Knowledge like Project Management, Change Management, Risk Analysis and
Review Programs.
Continuous Improvement
New Business
Requirements
Market Technology
Changes New R/3
Functionality
ASAP Implementation 5
Go
1 3 4 Liv
2 e&
Bu Fin
Pr
Re al Su
si pp
oj
ne al Pr
ep or
ec
iza ara t
ss
tP
t io tio
B n
re
lu n
pa
ep
r
r in
at
io
© SAP AG 1999 t
n
Change is an integral part of the business environment today. SAP supports and embraces the
process of continuous improvement as new SAP functionality becomes available, as market
technology changes and as new business requirements are defined.
R/3
APO
Business-to-Business Procurement
CRM
BW
Continuous
Improvement
Project Final Preparation
Preparation
Business Go Live &
Realization Support
Blueprint
The demand is for a flexible means to present Roadmap content (ASAP methodology) based on an
ever-growing variety of implementation projects.
The new Implementation Assistant, which makes its debut with the 4.6a release, provides a
foundation for the future integration of all existing ASAP Roadmaps into one "configurable" one. It
is based on the R/3, BW (Business Information Warehouse), APO (Advanced Planner & Optimizer),
CRM (Customer Relationship Management encompassing Mobile Sales/Mobile Services), and Bus
to Bus Procure (Business to Business Procurement) products to provide a single Implementation
Solution within ASAP for all of SAP’s product offerings.
The Industry Business Solutions (combinations of products or product components that meet the
needs of specific industries) aimed at the Small-Medium Business (SMB) will also have industry
specific accelerators and preconfigured systems tailored for their implementations. These
‘Accelerated Solutions’ will also have their own, specific roadmap to help minimize the tailoring of
ASAP for those organizations.
© SAP AG 1999
The project manager of an ASAP implementation must facilitate communication between team
members while directing and controlling the project.
Building a diversified team that complements the strengths of each member is very important. In
addition, the project manager should foster an environment that promotes the team to function as a
cohesive unit.
Reference based reengineering - use of SAP as the reference to conduct reengineering of the
business (adjustment/redesign/realignment of the customers own business processes and practices),
and not vice versa.
Phase 1: Project Preparation - Provides initial planning and preparation for your R/3 project.
Phase 2: Business Blueprint - In this phase, you create the Business Blueprint, which is detailed
documentation of the results gathered during requirements workshops. Furthermore, the Business
Blueprint serves to document the business process requirements of the company. On this basis, you
will achieve a common understanding of how the company intends to run their business within the
R/3 System.
Phase 3: Realization - In this phase, you implement all the business and process requirements based
on the Business Blueprint. You configure the system step by step in two work packages, Baseline
and Final configuration.
Phase 4: Final Preparation - In this phase, you complete testing, end user training, system
management and cutover activities to finalize your readiness to go live. Furthermore, the Final
Preparation phase serves to resolve all critical open issues. Upon successful completion of this phase,
you will be ready to run your business in your live R/3 System.
Phase 5: Go Live and Support - Transition from a project-oriented, pre-production environment to
successful and live production operation.
Continuous Improvement - Provide on-going support and assistance for post go-live. It covers
solutions for those activities which are standard in a productive environment: Business changes;
technology changes; or changes in the user community.
1 2 3 4 5
Project
Charter Q&Adb 4 Master Lists Stress
System
Structures: Excel Spreadsheets for Test
Performance
Project Development, Organization,
Business Strategy Business Processes and Volume Review
Plan Organization Test
Authorizations
General Settings
Master Data Cut Over
Scope
Business Process Plan
Cross Application Technical
Project Development BPP Develp.
Operations
Team Programs
Config. Manual
Org. Plan EU
Testing Training
Std. & Business Material
Plan
Proced Blueprint
Deliver
Unit Testing
Test Scenario End User
Word Documents
Integration Training
© SAP AG 1999
Phase 1 - Project Preparation - Change Charter - Goals, objectives of org change management
Project Plan - This is a first cut focusing on milestones and Work Packages. Details to come.
Scope - Sets the initial definition of the project; input from sales cycle.
Project Team Organization - Sets the who of the project. Standards & Procedures - Sets the why and
how of the project.
Phase 2 - Business Blueprint - Reqs reviewed for each SAP Reference Structure & defined using CI
Templates (use Q&Adb). Business Blueprint - This is the output of the Q&Adb and is the key
document in Phase 3.
Phase 3 - Realization - Master Lists - Define business scenarios and R/3 transactions to be realized in
the system. BPP - Bus Process Procedures representing R/3 transactions; used for unit testing &
documentation. Planning - Defines how the configuration will be done and how it will be tested.
Development Programs - Provides details of the external programming requirements. EU Training
Material - End User training material and process documentation.
Phase 4 - Final Preparation
Stress & Volume Tests - Plans for confirming the production hardware’s capabilities.
Cut Over Plan - The details of how to move to the production environment and go live.
EU Training - Delivery of the necessary levels of R/3 training prior to going live
Phase 5 - Go Live & Support: Ensuring system performance through SAP monitoring and feedback.
ASAP
ASAPOverview
Overview
ASAP Defined
Tools Available
in ASAP
Legend:
Unit
Unit
Topic
Topic
© SAP AG 1999
© SAP AG 1999
Actions Tools
Implementation
Implementation Assistant,
Assistant, ASAP
ASAP in
in R/3
R/3
Define, organize, manage SAP •Administration
implementation project (ASAP •Roadmap
methodology) •Question & Answer Database
•Knowledge Corner
•Accelerators to compliment tools
Implementation
Implementation Assistant,
Assistant, ASAP
ASAP in
in R/3
R/3
Requirement analysis Business Blueprint (Q&Adb)
Implementation Guide (IMG):
•can be configured
Configuration (Customizing) •reference to release
•reference to organization
Copy function for organization units
Transport Customizing Transport System
© SAP AG 1999
Another important action not covered in this unit, is the creation of interfaces and enhancements.
Here, the major tool is the ABAP Workbench.
Project Maint.
Maint. User Maint.
Maint. Database Maint.
Maint.
User identification
and information
All Projects on Server XXXXX fields
ASAP 4.6B (Lang) General User
Team Members Information Specify ownership
Team Leaders categories:
QAdb •Business Owner
Smith •Consultant
Project Managers Project Roles
Roles to be used
asap
in the IA
R/3 Info
sap Connection
parameters for the
R/3 System
Edit Add Delete Copy Save Cancel
© SAP AG 1999
The QAdb screen contains two radio buttons that allow you to specify the ownership category you
belong to in the project. The options are Business Owner or Consultant. In addition, there is a
selection field that allows you to select a Business Modeler from a list of modelers. Some viewing
tools come with the Q&Adb installation package, others have to be purchased separately.
Find
Holding Area Attachment Area
Links
Favorites from
Project Area Roles
Subjects
© SAP AG 1999
The AcceleratedSAP (ASAP) Implementation Assistant provides services, tools, and methodology
for implementation that covers the different aspects and phases of an SAP product installation.
After logon, the initial Roadmap main screen is divided into four function frames:
The project area:
- Selecting the Roadmap tab displays a tree view of Roadmap phases.
- The KC (Knowledge Corner) tab displays a tree structure of documents that are available to
provide you with information relevant to SAP processes and usage.
- The BPP (Business Process Procedures) tab displays a tree structure of available BPPs.
- The Find display allows you to search for specific documents within the Roadmap.
The Viewing Area: When you click on a document in the Project area, the document displays in
the viewing area frame.
The Attachment Area: This Area displays links to accelerators, roles and subjects associated with
the displayed phase, Work Package, Activity, and Task document.
Holding Area: This Area serves as a holding area for your “favorites.” You can drag & drop
documents from the tree structure you work on frequently and wish to have easy access to. You
can also save links to often-used pages.
Collap
Collapse
se Print
Print
Ba
Back
ck Expand
Expand CCT View Options
By Roadmap Hide:
Forward Q&Adb flavors Holding
Roles... Area
Subject Attachment
Areas... Area
© SAP AG 1999
The menu and button toolbar, located on top of the main screen, provides you with navigational
functionality.
Menu:
Click the File ->Exit menu option to close and exit out of the Implementation Assistant.
Click the View menu to display contents by role or by subject area. Click the Tools menu option to
open the Q&Adb or the Concept Check Tool (CCT). You may then toggle between the
Implementation Assistant and the opened tool. The ? symbol represents the Help menu. From the
Help menu you launch a separate window and display contents and user help for the functions
available in the Implementation Assistant.
Button Toolbar:
The Back and Forward buttons allow you to navigate back through the Roadmap level where you
have been or forward through the same level. The Q&Adb (Question & Answer database) button
launches the Q&Adb in a separate window. The Implementation Assistant remains open allowing
you to toggle between the two. The CCT (concept check tool) button can be used to analyze the
conception and critical factors in the Project Preparation, Business Blueprint and Realization phase
of an SAP implementation project. The Print button prints the Roadmap step description currently
selected in the content area.. The View button allows you to specify role or subject area criteria,
which tailors the content to be displayed. You can display the Roadmap structure by selecting one or
more Roadmap flavors from a list. You can set a filter to display only the Roadmap steps that are in
scope.
You have the option to hide frames you don’t wish to display at the moment.
Roadmap
Phase
Activities Prerequisites
Accelerators
Tasks Steps
Accelerators
© SAP AG 1999
Selecting the Roadmap tab displays a tree view of Roadmap phases. Clicking the plus (+) symbol on
the left side of each phase, displays the Work Package, Activity, and Task icons and titles for
documents available for that particular phase.
© SAP AG 1999
In this example, the project has proceeded to Phase 2, Business Blueprint. Within this phase, the
project team is about to begin definition of the organizational structure. As such, the project team
would navigate within the Implementation Assistant to the point shown above.
The activity level information generally consists of the purpose of the activity, general instructions
on how to complete it, the trigger for starting this activity, the input that is used to complete the
activity, the expected results in the form of outcome and output, and any templates or accelerators
that can be used to complete the activity. The templates and accelerators, if available, will be linked
and accessible from this page.
The task level information generally consists of the purpose of the task, the suggested procedure,
including steps, for completing the task, the expected results upon completion, the personnel
responsible for performing the task, and any templates, accelerators or How Tos that can be used to
complete the activity. The templates, accelerators and How Tos, if available, will be linked and
accessible from the task page.
Tools
Q&Adb
Organizational Questions
Customer Input (CI) Templates
Business Process Questions
Issues Database
Documentation
.....
Task Conduct Organization Structure Workshop
....
Accelerators
Organization Structure
Presentation
Enterprise Modeling
© SAP AG 1999
You can access ASAP accelerators from the tasks or from the alphabetical list of accelerators.
Roadmap ...
... By Scope
Phase
ADD
...
Work Packages
InScope
Activities
Tasks
© SAP AG 1999
Edit Roadmap Structure Items: It is possible to „scope“ and add new items to the Roadmap
structure, so that the Roadmap can be tailored to project-specific requirements. Only the project
manager can add or hide elements of the Roadmap.
Setting Roadmap structure items in scope: SAP-delivered and user-defined items can be set out of
scope.
Adding new Roadmap structure items: For new user-defined Roadmap structure items, it is possible
to assign the attributes Roadmap flavors (such as R/3, APO), Role (such as Business Process Team
Lead), Subject area (such as Testing) and Scope.
KC
© SAP AG 1999
The KC (Knowledge Corner) tab displays a tree structure of documents that are available to provide
you with information relevant to SAP processes and usage.
Extras
Accelerators
© SAP AG 1999
Find Tool: This tool offers a wider range of search and sort functions. You can use the Find tool in
the Implementation Assistant to access information stored in Roadmap texts, the Knowledge Corner,
and accelerators (such as Microsoft Word, Excel, PowerPoint, .txt, .rtf, and .htm files). You can start
a search with a single word, a phrase, or using wildcards (for example, work*). From the Find tab,
you can:
Search by structure item title. For this, you can search through the entire IA database for a text string
or search through the entire IA database for every occurrence of a word or text string using the
wildcard (*).
Search for an existing file link in the Extras menu . Here you can define a full text search or an
indexed search, also using the wildcard, and limit the search to the Roadmap, Knowledge Corner or
accelerators.
Use the Options menu to add documents you have inserted in the Roadmap structure to the database
index, so that they are included in future searches.
Concept Check
© SAP AG 1999
Project Preparation, the left side of the SAP Concept Check Tool, can be used as part of the Quality
Check procedures for Phase 1. The right side, Business Blueprint, will be used later in Phases 2.
The View button allows you to specify role or subject area criteria, which tailors the content to be
displayed.
ASAP Roadmap
Continuous
Project
Preparation Final Preparation Improvement
Business Go Live &
Realization Support
Blueprint
Methodology
Methodology
Implementation Assistant R/3
- Reference PC
PC R/3
R/3 - Reference
Structure Based
Based Resident
Resident Implementation
Guide (IMG)
© SAP AG 1999
The R/3 Reference Structure in the Q&Adb is a representation of the R/3 System. The depiction of
the SAP R/3 System as a model is an important communication means for all who are involved in an
R/3 implementation project in a company.
Why using the R/3 Reference Model?
It helps you get to know more easily the functions and processes of the R/3 System
It reduces the risks and effort involved in the requirements analysis and in setting up the
conceptual design.
The Reference Structure for customizing is the Reference IMG. It contains all Customizing
Activities needed to customize the R/3 System.
Diagram Explorer
(Delivered with ASAP)
+ General Settings
+ Cross-Application
+ Basis
+ Development
© SAP AG 1999
SAP delivers with ASAP Release 4.6A the Diagram Explorer that will help consultants and
customers understand the SAP Reference Structure through an improved visualization concept.
The Diagram Explorer provides a quick and easy visualization of a reference model item, through
the Q&Adb, that adds value in the general analysis of the business requirements.
Diagrams in the Diagram Explorer are for visualization only; the diagrams can not be changed or
maintained. If a project requires authoring capabilities to create customer process models, an
external modeling tool is required.
For a specific structure item in the SAP Reference Structure, you can create a Knowledge Map,
meaning that this element is centered on the screen and all related information is built around it. You
can access a Knowledge Map by selecting an element in the diagram and switching to the
Knowledge Map view.
Process Selection Matrix Diagram - Provides an alternative way of viewing your scoping selections
for each Enterprise Area in the ASAP Q&Adb. Rather than displaying the EPC model, the PSM
shows the processes used by the scenario in an Enterprise Area, or the process variants used by a set
of selected scenario variants.. The PSM can be hlepful as a quick visual “process checklist” during
the blueprinting activities.
Event-Drive Process Chain (EPC) Diagram - Provide a detailed view of how processes in SAP can
be grouped together and are also used to show the detail of transactional processing in SAP.
Create sales
The Event-Driven document Function
w reference
Process Chain (EPC)
Order is
Event
Operators Created
Control Flow
<
Enter purch Determine Determine Determine
data for the required unloading document
customer delivery date point currency
© SAP AG 1999
EPC provide a valuable jump-start to companies who are new to R/3 and are tying to understand how
business processes are supported by R/3. The EPC provide a detailed view of how processes in SAP
can be grouped together to complete business process. These detailed views of processes are called
Scenarios. The EPC diagrams are also used to show the detail of transactional processing in SAP.
EPC diagrams contain green rectangular functions and red hexagonal events, with blue logical
operators that control the flow between them. They can also contain yellow process paths, which act
as entry or exit points between one EPC diagram and another.
Event - describes the occurrences of a business status that can cause an effect or that can be the
result of a function.
Function - describes the business task for transformation from an initial status to a target status.
Logical Operators - describes the logical connections between events and functions and include
the following operators: and (symbol is an upside down “V”) - all events linked by this must have
occurred to trigger the following function; either/or (symbol looks like a “V”) - at least one of the
events linked by this must have occurred to trigger the following function; exclusive or (XOR) -
exactly one of the functions linked by this must have occurred to trigger the following event
Control Flow - describes the sequence in which events and functions occur and the relationships
between them
EPC
EPC
Q&Adb
SAP Reference Structure
Aris for R/3 (IDS)
External
External
+ Business Processes ERP Modeler (CASE wise)
© SAP AG 1999
In order to perform a qualified deviation analysis, it could be necessary for enterprises to document
those requirements that are not included in the standard solution in the form of a model. These
models can be created using the modeling tools of SAP's technology partners and used as a template
for customer developments.
For launching diagrams options you have:
Diagram Explorer delivered by SAP
A modeling tool (you purchase and install separately)
During ASAP installation, you have the choice to install the provided Diagram Explorer.
Before launching diagrams, you need to specify in your user profiles which tool you are going to use.
+ Global Setting
+ Enterprise Structure
+ Cross-Application Components
+ Financial Accounting
+ ... Customizing
+ Logistic-General Activities
+ Materials Management
+ Quality Management
+ ...
+ Basis Components
© SAP AG 1999
The R/3 Reference IMG contains all the Customizing Activities defined in the R/3 System.
Manually IMG-Link
Generate Save
Project
Project
SAP IMG
IMGs Generate
Reference Customizing Views
Projects Project IMG
IMG Views
© SAP AG 1999
For the realization, you can divide the scope of the Reference-IMG into different projects, which are
assigned in turn to project IMGs.
Once created, the project IMG is populated to produce one or more views. You can create views to
improve the structure of the project IMGs. Use the project IMG to work on Customizing
transactions, project and cross-project documentation, as well as project management information.
Do this for each view and/or all views combined.
With Release 4.6, the opportunity exists to create Project-Views via the IMG-Link. This
functionality transports the Project Scope which is defined in the Question and Answer Data Base
(Q&Adb) to the R/3 System. The Views generated by the IMG-Link contain those Customizing
Activities assigned to the Processes that have been put in Scope in the Q&Adb.
The IMG link does not create a Project IMG. The IMG link is used to generate and view process
assigned, process non-assigned, or whole project IMG views of existing IMG projects.
Tool
SAP SAP (Targ.)
Customizing System automatic System
system setting
Transport recording
Development Production
System Customizing
mat
tom
auto
au atic
ic SAP
Client syst
sy em se
stem tting
setti ng System
reco
re rd
cord in
ingg
Copy Training Client zxx
Function
XXX
Client yxx
Development
Customizing Client xxx
© SAP AG 1999
The Customizing Management System (CMS) manages the transport requests in the R/3-System in
relation to an assigned Customizing Project.
In the CMS, you can use the transport requests to copy SAP objects from one system, such as the
development system, to a target system, such as the production system.
You can also use the client copy function to copy SAP objects from one client (development client)
to another client (training client) of the system as defined by a transport request.
The system settings of the Customizing transactions are automatically recorded in transport requests.
It is assumed that the client has been set correctly.
ASAP Roadmap
Fiscal year
...
...
Di agram Explorer (Intellicorp)
© SAP AG 1999
With the documentation for the ASAP Roadmap, SAP provides information about which
documentation tools can be used for which project activities.
The following tools are provided for the R/3 implementation:
Implementation Assistant (e.g. Q&Adb, IssueDB) for request analysis, problem documentation
and end-user and Project documentation
External modeling tools for graphic process modeling (e.g. Micrografx, Visio, Intellicorp,
IDS/ARIS)
IMG -Documentation for customizing settings:
- MS Word or SAPScript editors are used for documenting the customizing settings
- Forms are available for MS Word documentation
- It is possible to create multiple documents for each setting
- The documentation is:
Cross-client
Transportable
© SAP AG 1999
Since this is the first time you have opened ASAP Administration, you will need to
create a new user profile. Do this for one of your group and assign Project Manager
access to this user. Choose the Diagram Explorer Modeler as your Business
Modeler.
Check upper left of the Admin tool to ensure the project name is
highlighted (click on it once to highlight). Now, click Add at lower
right.
• Create profiles with Project Manager access for both Customer and Team SAP Project
Managers.
• Create profiles with Team Leader access for the two MSI Scenario Process Owners and the
Team SAP Leader.
• Create profiles with team member access for the Procurement & Sales & Distribution
Team members.
Close the Admin Tool once you are finished the exercise.
1-3 In which phase of the ASAP Roadmap would you prepare the project plan?
1-4 What Tasks are assigned to the Activity “Prepare Project Plan”?
1-5 Name the accelerators under the Task “Create Project Resource Plan”.
1-6 Locate the Activity with the work break down structure of 2.7.3.
1-6-1 What is the name of the Activity and to what Work Package does it belong?
1-6-2 What are the inputs for this Activity?
1-6-3 Within this Activity, find the task “Determine Business Process
Requirements” and name the roles it involves. Name 3 key tasks for one of
the roles.
1-6-4 Within this Activity find the task “Determine Conversion Requirements”
and list the tools available to support it. List the type of Accelerators that are
available.
1-7 Where would you find the accelerator “Authorizations Made Easy”?
1-8 Where in the Knowledge Corner would you find additional information about
reporting? What additional information is available?
1-11 There are times during a project when you need to view information by a specific
subject area such as Configuration, End User Training & Documentation, and
Testing. How is it possible to limit the view of the Implementation Roadmap to the
subject area “Testing”? Which phases of the Implementation Roadmap have
information on Testing?
1-1
ASAP Administration → User Maintenance Tab → Enter the following
information in the dialog box:
Id = asap
Password = asap
Click ALL PROJECTS → PROJECT “ASAP 4.6A”→ Click on the ADD button in
the lower left hand corner of the screen. In the “General Information Tab”,
complete all fields for practice, but at least the following: First name; Last name;
title; you can leave the UserID as the one assigned; Access Level leave as Project
Manager; use your UserID as your Password;
Click on the Q&Adb tab and select Diagram Explorer Modeler from the drop down
list for Business Modeler. Finally, click save, then OK to confirm the new account,
re-enter your password to confirm it and click OK.
1-2 For convenience, the initials of each user have been left assigned as their user id
and this id also used for their password. Below are the users and their details that
should have been created. Titles will be as given in the exercise.
User ID Access level Password
RSS Project Manager rss
HCL Project Manager hcl
JAW Team Leader jaw
AGR Team Leader agr
HHH Team Leader hhh
TJJ Team Member tjj
JRS Team Member jrs
1-5 The two accelerators are “Resource Variance Report Template” and “Resource Plan
Sample”.
Procedure: Choose the Task Create Project Resource Plan. You can now access
the documentation that describes this task in detail. The accelerators are at the
end of the text. Scroll down to the end of the text. You can now see the template.
1-6
1-6-1 Activity: 2.7.3 Conduct Business Process Workshop
Work Package: 2.7 Business Process Definition
Procedure: Open the “Business Blueprint” Phase → Open “Business
Process Definition” Work Package. Now you can see the Activities.
1-6-3 Tasks of the Application Consultant, Business Process Owner and Power
User -
Application Consultant:
• Participate in or Facilitate Business Process Definition
• Configure the software to replicate the required business processes
• Facilitate knowledge transfer to other project team members
Business Process Owner:
• Ensuring the business targets and objectives are met by the system
• Working with the PTL to develop the To-Be view of the business
processes; planning change management activities for existing
business processes necessary for a successful system implementation
• Identifying and managing mission critical business scenarios in the
system environment and validating expected results versus actual
results
1-9 Business Process Procedures (BPP) contain the procedural steps for completing a
transaction. They are provided by ASAP and can be customized and/or added to
during the realization phase. Their purpose is to support testing and development of
end user training materials.
In order to view the BPPs drill down to the lowest level.
Procedure: Open BPP Tab → You can now see defintion. You can view
individual BPP’s by continuing to drill down to the lowest level.
Procedure: Click on “View” on the main menu bar →Click on “Subject Area” on
the drop down menu → You can now see all the subjects available to view →
Select “None” on the menu bar → Click on “Testing” → Click on “OK” → You
can now see which areas of the roadmap have information on Testing
© SAP AG 1999
© SAP AG 1999
Implementation Phase 1
Roadmap Project Preparation
Phase 2
Business Blueprint
Phase 3
Realization
Phase 4
Final Preparation
Legend:
Phase 5
Unit
Unit
Go Live & Support
Topic
Topic
© SAP AG 1999
© SAP AG 1999
ASAP Roadmap
Continuous
Improvement
Project
Preparation Final
Preparation Go Live &
Business Realization
Blueprint Support
© SAP AG 1999
The purpose of this phase is to provide initial planning and preparation for your R/3 project.
Although each 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. As you prepare for your R/3
implementation, there are important issues you must address at the beginning of the project,
including:
Defining your project goals and objectives
Clarifying the scope of your implementation
Defining your implementation strategy
Defining the overall project schedule and implementation sequence
Establishing the project organization and committees
Assigning resources.
By addressing these issues early in your implementation, you help ensure that the project proceeds
efficiently, and that you have established a solid foundation for a successful SAP implementation.
Phase 1 consists of the following Work Packages: Initial Project Planning , Project Procedures,
Project Kickoff, Technical Requirements Planning, Quality Check and Project Preparation Phase.
Steering Signoff
******************
Proj Charter
Sponsors and Change Mgt Kick off Meeting Signoff
Implementation Plan
Strategy
Quality Check
Project Mgt ****************** Proj Mgt Stand Kick off Meeting
/Signoff
& Procedures
******************
Consultant Plan/budget/ Comm/ Doc, Kick off
Resources Issue Mgt Meeting
Proj Team
Customer Standards
******************
ID Tech
Technical Implementation Deployment Project Team
Requirements/
Strategy Strategy Standards
Procure HrdWr
Project Team
Training Training Plan
© SAP AG 1999
There are ten primary roles in an SAP Implementation; details of each are in the IA.
Steering Committee - members include Project Sponsors, the SAP Consulting Manager (and/or the
TeamSAP Coach), and project managers. The committee is also the primary source for the
company’s long-term goals and vision, sets priorities, approves scope, and resolves company-wide
issues.
Project Sponsors - directly communicates the company’s long-term goals and visions and are
members of the steering committee.
Proj Mgt - TeamSAP Project Manager and Customer Project Manager
Consultant - TeamSAP Members, application, cross application, business process
Customer - Project Team Members (business process, power users)
Technical - Customer or consultants for System Administration and Technical, help desk provider
Training - Training & Documentation - project mgr/lead/ developer, Training Development
Instructor, Training Co-ordinator, Training Technology Administrator
Change -These are dedicated individuals assigned to manage one of the organizational change
management processes: Risk Assessment, Communications, Sponsorship, Skills Development,
Knowledge Transfer or Organizational Optimization.
Security - Authorisation, Administration or Internal Auditor responsible for managing the system
security and authorization environment and may be combined with other (technical) administrative
roles.
Share Focus items are noted by “************” brackets.
QC
Training Project
Planning Phase
Technical Req.
Req.
Planning
© SAP AG 1999
The purpose of this Work Package is to allow you to start detailed planning for the project. There are
many basic issues to resolve at this early stage to ensure the project's success. You should start
planning as early as possible in Phase 1, and make key decisions now.
Activities:
Create and issue project charter
Review and refine implementation strategy
Establish project team working environment
Determine project organization
Prepare project plan
Create project team training plan
Initial Project
Planning
Tasks
Define Project Mission Statement Project Charter
Define Business Drivers
What?
Identify Business Measurements
How?
Identify Project Measurements When? Customer
SAP Project
Develop the Change Charter Manager management
Accelerators:
Project Charter
Sample Project Charter
© SAP AG 1999
Define project mission statements: define the overall company goals and vision for the R/3
implementation.
Define business drivers: identify specific company objectives and business drivers for initiating the
R/3 implementation. Typical business drivers include: Improved inventory turnover, reduced
shipping costs, improved customer service.
Identify business measurements: document the implementation goals, and how they are used to
measure the success of the project, specifically the business-related goals. Examples of business
related goals are: Integration of business processes, reduction of on-hand inventories.
Identify project measurements: document implementation goals, and how they are measured,
specifically the project-related goals. Examples of project-related goals are: Target dates for
completion of specific implementation phases or milestones, measurement of actual expense
performance versus budgeted costs, completion of a specific deliverable(s).
Develop the Change Charter: develop a comprehensive charter for the change project within the
organization.
Assemble project charter components: prepare a document that consolidates the mission statement,
business drivers, business measurements, and project measurements.
Approve project charter: reach agreement between company executive management, the project
sponsor, and members of the project team on the project charter. It is important to have all members
in agreement so that total commitment can be achieved.
Initial Project
Planning
Tasks
Review Implementation Proposal Inputs
SAP Project
Confirm Implementation Methodology Implementation Proposal
Project Charter
Check Strategy for Corporate Rollout Data from Sales Cycle
Output
Implementation Strategy
Accelerators:
Verify the use of Preconfigured Systems (PCS)
Sample Scope Document (Enterprise Area Scope Document)
© SAP AG 1999
The purpose of this activity is to review in detail the implementation strategy for the project.
Determine if any changes are needed in terms of project objectives or methodology. The overall
implementation approach and methodology should now be finalized and confirmed. For some
projects, it is necessary to also review the overall corporate R/3 implementation strategy, especially
if there are multiple, simultaneous R/3 implementation projects in process throughout the
corporation.
Prerequisites:
Trigger: Signed R/3 software license, completion of project charter
Inputs: Implementation proposal(s), project charter, data gathered from the sales cycle.
Result:
Output: SAP implementation strategy
Outcome: The implementation strategy for this specific project, in conjunction with the overall
corporate strategy for rolling out SAP product, is documented.
You need to answer the following questions:
What should be done? (Implementation proposal)
How should it be done? (Implementation method)
When should it be done? (Rollout strategy).
Initial Project
Planning
With specific focus on:
Company Business Objectives
Key Implementation Assumptions
Overall Scope - Use accelerator “Sample Scope Document”
Level 3
Level 4
• Level 2 - Enterprise Area
• Level 3 - Scenario
Structure In Scope BP Owner / Consult
Master Data
General master data
• Level 4 - Process Group
Product data management
Business Process
Procurement
Sales and Distribution
Customer Service
© SAP AG 1999
The purpose of this task is to review the implementation proposal(s), with specific focus on company
business objectives, overall scope, and key implementation assumptions.
The enterprise process area scope document is used as a basis for outlining the scope of the Project
(accelerator Sample Scope Document). This document may have already been created as a result of
pre-sales activities.
Initial Project
Planning
Tasks
Plan Environment
Set up Environment
Accelerators:
Project Room Requirements White Paper
IT Infrastructure Document
© SAP AG 1999
The purpose of this activity is to create a common working area for the project team. It is important
for team members to work in an open environment with direct access to each other, so that numerous
integration issues can be discussed and resolved quickly. This common work area is generally
referred to as a project team room.
Prerequisites:
Trigger: Signed R/3 software license, approval of R/3 implementation strategy
Input: Project charter, R/3 implementation strategy.
Result:
Output: Project team room
Outcome: The physical work space for the project team is established for the project duration.
Plan environment : The purpose of this task is to plan the details and logistics for setting up a project
team room. Considerations to address include: Physical location and size of the room, workstations,
printers, network equipment, phones, voice mail, fax machine,whiteboards, flip charts, other
supplies, phone line accessibility for remote dial-up, network connections, security access cards.
Set up environment: The purpose of this task is to set up the project team room early in the project,
so that team members can interact and communicate more effectively. This room needs to be
operational as the team is being formed, to maximize communication and overall team effectiveness.
Initial Project
Planning
Tasks
Refine Organization and Roles
Project organization
Assign People to Roles
Assign and Create Change Team
Who?
Conduct Project Team Transition Meeting How?
SAP Project Customer
Manager management
Accelerators:
© SAP AG 1999
The purpose of this activity is to create the project organization structure and finalize roles and
responsibilities for each team member. This activity includes assignment of company employees, as
well as consultants.
Prerequisites:
Trigger: Software license agreement, professional services agreement.
Input: Project charter, project scope document, implementation strategy.
Result:
Output: Approved project organization.
Outcome: A graphical presentation of the project organization, including steering committee,
project management, core project team and extended team. Responsibilities are defined for each
organizational component of the team.
CCC - a Customer's own, R/3 focused, internal support linked to SAP Support Services. Refer to the
Implementation Assistant. Use View, and select the Alphabetical File List to locate the accelerator -
Customer Competence Center (CCC) Program.
Initial Project
Planning
Tasks
Create Project Work Plan
Create Project Budget Plan
Create Project Resource Plan
Accelerators:
Project Plan Checklist
ASAP Work Plan xls
MS Project How To
Project Work Plan Report template
Budget Plan Sample
Resource Plan Sample
© SAP AG 1999
The purpose of this activity is to develop the overall project implementation plan, which includes
budget planning and resource planning. In particular, activities and tasks listed for Phases 1 and 2 of
the project should be carefully reviewed and refined, as necessary. The results of the project
estimation process can be used as a starting point to help finalize the project plan.
Prerequisites:
Trigger: Transition meeting report
Input: Implementation strategy, project organization ,initial project plan, resource assignments,
and task descriptions.
Result:
Output: Project plan.
Outcome: The final project plan determines the milestones. Key elements to consider are:
Company goals and objectives; project scope; desired implementation time frame; resource
assignments (internal and external); budget; Organizational Change Management Goals &
Objectives.
Project planning is an ongoing cycle and should be constantly refined. Even when the project plan is
created, it must be made clear that project planning is a continual, rolling process. As the project
progresses, fewer revisions are necessary. Planning revisions usually occur at, or near the end of,
ASAP Roadmap phases.
QC
Training Project
Planning Phase
Technical Req.
Req.
Planning
© SAP AG 1999
The purpose of this Work Package is to establish the principal elements that determine how the R/3
implementation project is to be accomplished. These activities set the groundwork for project
kickoff, and provide a baseline of information to be referenced throughout the implementation. For
all project team members to operate in an effective manner, it is necessary that project standards and
procedures are established at the beginning of the project, and then communicated to all team
members.
By setting the standards, you:
Avoid redundant and unnecessary work
Maintain consistency
Facilitate communication.
Activities:
Define project management standards and procedures
Define implementation standards and procedures
Define system landscape strategy.
Project
Procedures
© SAP AG 1999
The purpose of this activity is to establish the basic standards and procedures for the project. Some
of these elements are applicable throughout each phase of the project, while other elements apply to
only one specific phase. It is important to address these issues during Phase 1 and to establish clear
guidelines. Some of the key issues to be defined include: steering committee meeting schedule; how
change management is handled; project monitoring and status reporting; meeting schedules for the
core team and extended project team; overall project communication methods and processes; and
project documentation.
Prerequisites:
Input: Project organization.
Result : Project management standards and procedures.
Outcome:
Management standards and procedures are clearly defined and documented. They are input for the
activity project team standards meeting.
Project
Procedures
Tasks
Identify Project Communication Plan
Define Project Documentation
Create Issue Management Plan
Create Organizational Change Management Plan
Create Scope Management Plan
Create Team Building Plan
Define Project Planning and Monitoring Standards
Define Strategy for Using R/3 Services
Determine Quality Standards
© SAP AG 1999
Define project documentation: Documentation is vital to maintain the results of project activities.
When referencing project decisions, issue resolution, or configuration changes made, it is helpful to
refer to the documentation of these decisions. The following types of documentation should be
defined: Business processes and End user documentation, R/3 config. and Customizing settings,
Project work papers and internal project team documentation, R/3 design specifications for
company-specific enhancements, Code corrections using OSS notes or Hot Packages, Service reports
and Service documentation.
Create issue management plan: The purpose is to establish effective procedures to manage and
resolve ongoing issues that could occur during the project. Ensure that open issues are documented,
reviewed and, more importantly, resolved in a timely manner. Open issues that cannot be resolved
must be escalated to project management or the steering committee for quick decisions.
Create scope management plan: The purpose is to establish a clear process to effectively manage
project scope. During the implementation, there may be numerous requests to change project scope.
Effective project management requires scope be clearly established and aggressively maintained. An
approval process must be clearly defined for making any changes to project scope – all changes must
be fully documented, including expected impact on both budget and project schedule.
Define strategy for using R/3 Services: Define strategy for using R/3 Services both during the
implementation phases, and for the Continuous Improvement thereafter. SAP provides R/3 Services
for specific tasks of the ASAP Roadmap to speed their execution and improve the implementation.
Project
Procedures
Solution Review
© SAP AG 1999
The Project Review Program is provided as an SAP service. A review provides an independent and
objective management review of the customer implementation project, identifies any risks to the
project goals and recommends appropriate corrective actions.
Project
Procedures
© SAP AG 1999
The purpose of this activity is to establish the overall implementation standards and procedures for
the project. Some of these elements should be established by the technical members of the project
team, and others by the business or functional members. All team members should have input to this
process, and understand the basic procedures, once they have been defined. As with project
management standards and procedures, it is important to address the implementation standards
during Phase 1 and to establish clear guidelines. Some of the key issues to be defined are: Overall
configuration standards for the project; initial system authorization standards; how system
enhancements are handled; and how and when testing occurs.
Prerequisites:
Input: Project organization; R/3 implementation strategy.
Result:
Output: Configuration standards; end user training and documentation strategy; testing strategy;
post-implementation support strategy; system authorization standards for the project team; system
problems and error handling procedures; system enhancement and modification approval process.
Outcome: Implementation standards and procedures are clearly defined and documented. They are
input for the activity project team standards meeting.
Project
Procedures
Tasks
Determine Required Systems
Determine Client Deployment Strategy
Define Transport System Strategy
Accelerators:
R/3 Knowledge Product SAP- Software Logistics
The R/3 System Landscape - Made Easy GuideBook
© SAP AG 1999
The purpose of this activity is to establish the system landscape. The system landscape consists of
the SAP systems and clients that will enable you to adapt the SAP standard software to meet the
needs of your company. This process begins with the first SAP installation, Customizing and
development to meet the business needs, testing and verification, and finally to the start of
productive operation.
The many things to consider include: The required number of systems and clients needed, Specific
client roles and the appropriate client settings, Acceptable levels of quality assurance and testing,
Management of all customer development and Customizing settings, Use of Pre-configured Systems.
(Please refer to: Verify the Use of Pre-configured Systems (PCS) as implementation accelerator.)
The system landscape must be defined. Definition involves stating the purpose of each SAP System,
providing each system with a system identifier, and establishing a transport route between the
systems for the distribution of Customizing and development efforts. Clients are then distributed in
this landscape. Once the system landscape has been defined, an implementation strategy is created
for both the set up and maintenance of the systems and clients within this landscape.
Although many implementations begin with a single SAP System (knowing additional systems will
be added), the system landscape should be established from the beginning. This helps to ensure that
all Customizing and development changes are recorded and correctly distributed to the necessary
systems.
Project
Procedures
Quality Assurance
Development System Production
System Data Transfer System
Transport
Copy
SAP
Client
000
DEV QAS PRD
© SAP AG 1999
QC
Training Project
Planning Phase
Technical Req.
Req.
Planning
© SAP AG 1999
The purpose of this work package is to create a project team training plan including business
processes, SAP system functionality, and organizational change management. During the Training
Project Planning Phase, initial project planning for end user training and documentation takes place.
This includes aligning and analyzing the training and documentation strategy with the overall
implementation strategy and Project Plan.
Training Project
Planning
Phase
ASAP Roadmap
Continuous
Improvement
Project
Final
Preparation Go Live &
Preparation
Business Realization Support
Blueprint
The purpose of this activity is to create a training plan for the project team involved in the SAP
implementation. While training costs can be viewed as relatively expensive, it is critically important
that the project team be given this training. Once initial training is completed, the project team has a
much better understanding of basic SAP functions, how configuration works, and how to maximize
SAP’s impact to meet your business requirements. This initial training does not cover user training –
it will be addressed later in the implementation.
Key factors during this activity include:
Background of each team member
Specific area of business involvement (application or technical)
Timing of their participation during the implementation.
When developing plan, decide which courses are to be conducted at an SAP training center, or at the
company’s site. The project team training plan is regularly updated throughout the life of the
implementation.
Levels of courses in the SAP curriculum: LEVEL 1, awareness - introductory to provide overview of
SAP product features & functions, SAP services & support, implementation framework (ASAP), and
SAP specific terminology; LEVEL 2, readiness - core business process courses to enable individuals
to apply SAP to a company’s processes; & LEVEL 3, proficiency - advanced courses for individuals
to acquire customizing & other detailed functional and technical SAP related expertise.
Training Project
Planning
Phase
Tasks
Review Implementation Project Strategy
Draft End User Training and Documentation
Develop End User Training and Documentation
Recommendations
Accelerators:
End User Training and Documentation Project Plan
End User Training and Documentation Plan
End User Training and Documentation Needs Assessment
© SAP AG 1999
The purpose of this activity is to align the end user training and documentation strategy with the
overall implementation strategy.
Prerequisites:
Trigger: Education of the end users on the business needs and functions of the SAP system.
Input: ASAP End User Training and Documentation Methodology,Implementation Strategy / Plan,
Implementation Project Plan, Implementation Budget and Resource Plan(s)
Result:
Output - Draft versions of the following: End User Training and Documentation Needs
Assessment, Preliminary End User Training and Documentation Project Plan, Preliminary End
User Training and Documentation Plan,Alignment meeting agreement signed by all parties
involved.
QC
Training Project
Planning Phase
Technical Req.
Req.
Planning
© SAP AG 1999
The purpose of this Workpackage is to formally announce to the company the initiation of the R/3
project, which includes the overall goals, detailed task plans, and processes. Consultants, steering
committee, senior management, project managers from the company and SAP, and any other
implementation partners must be involved. The kickoff meeting is focused on the company as a
whole, while the project team standards meeting is focused on the project team.
Activities
Kickoff meeting
Project team standards meeting.
Project
Kickoff
© SAP AG 1999
This milestone activity is a critical checkpoint that officially launches the R/3 implementation project
to the entire company. Be sure to allow adequate time for questions and answers, as some issues
could require clarification.
Prerequisites:
Trigger: Professional services agreement.
Input: Project charter, implementation strategy, project organization, project plan.
Result:
Output: Kickoff meeting report; copies of presentation documentation; project charter; project
team; organizational chart; project logistics and standards; project work plan; communication
directory and standards.
Outcome: Official start of the project; presentation of the input mentioned above; explanation for
any issues or questions about the project from the kickoff meeting participants.
This meeting should be conducted with high energy and should be attended by company senior
management. A strong first impression is important to momentum.
Project
Kickoff
© SAP AG 1999
The purpose of this activity is to prepare and conduct an information meeting with all team members
to discuss project standards and procedures . It is important to ensure that the entire project team is
aware of these standards and procedures, so that project deliverables are both uniform and easily
referenced.
Prerequisites:
Input: project charter, project plan, project organization, project standards prepared in previous
work package
Result:
Output: Approved project standards
Outcome: A list of project standards that all team members are aware of, and understand. This is
essential for a smooth running project.
QC
Training Project
Planning Phase
Technical Req.
Req.
Planning
© SAP AG 1999
The purpose of this Work Package is to identify the technical requirements needed to implement the
R/3 System, and clarify the customer's expectations. Hardware sizing must also be reviewed and then
procured.
Activities
Identify technical requirements
Procure hardware.
Technical Req.
Identify Technical Requirement Planning
Tasks
Complete Technical Questionnaires
(use SAP QuickSizing)
Define Technical Infrastructure Needs
Procure Hardware
Tasks
Size Initial Hardware
Review System Sizing Results
Approve Sizing Results
Order Initial Hardware
Order Remote Network Connection
© SAP AG 1999
Identify technical requirements - The purpose of this activity is to identify the technical
infrastructure needed to implement R/3, and to clarify the customer's expectations. The triggers for
this activity are that the contract is signed and the customer has chosen a hardware and database
platform to support R/3. The inputs for this activity are: Results of kickoff implementation meeting,
results of hardware vendor's hardware proposal, any relevant proposal from technical service
providers (for example, network services).
Procure Hardware - The purpose of this activity is to determine the technical hardware needed for the
development environment, to place the hardware order with the appropriate vendor, and to determine
the estimated lead time for the production system hardware order.
QC
Training Project
Planning Phase
Technical Req.
Req.
Planning
© SAP AG 1999
The purpose of this Workpackage is to provide final verification of all prior project planning and
deliverables from this phase. It is critical that regular quality checks be performed throughout the
phase, as tasks are completed. All issues regarding scope, project environment, and initial technical
setup must be addressed.
Activities:
Perform quality check and obtain approval.
Tasks
Conduct Quality Check
Sign off Project Preparation Phase
Accelerators:
Concept Check Tool
Project Signoff Form
SAP Service
© SAP AG 1999
The purpose of this activity is to review deliverables for completeness and accuracy. Quality checks
are performed as specific tasks are completed. However, it is also critical to review deliverables in
total because individual results from one task can have an adverse impact in another area of the
project.
Prerequisites: Trigger - Phase 1 activities have been completed; Input - Phase 1 deliverables.
Result: Output - Complete and formal signoff of Phase 1; Outcome - Approval to proceed to Phase 2.
Conduct quality check: The purpose of this task is to collect and review the status of all deliverables
from this phase to ensure that all activities, tasks, and deliverables are complete.This is an internal
quality check carried out by the project manager and should not be confused with determine quality
assurance standards, which addresses external, independent quality checks. See also the check lists in
the activity.
Signoff Project Preparation : The purpose of this task is to obtain signoff by the project
management, confirming that all deliverables are complete and accurate. Once signoff has occurred,
the project proceeds to Phase 2.
Implementation Phase 1
Roadmap Project Preparation
Phase 2
Business Blueprint
Phase 3
Realization
Phase 4
Final Preparation
Legend:
Phase 5
Unit
Unit
Go Live & Support
Topic
Topic
© SAP AG 1999
© SAP AG 1999
ASAP Roadmap
Continuous
Improvement
Project
Preparation Final
Preparation Go Live &
Business Realization Support
Blueprint
© SAP AG 1999
The purpose of this phase is to create the Business Blueprint, which is a detailed documentation of
the results gathered during requirements workshops. Furthermore, the Business Blueprint documents
the business process requirements of the company. On this basis, you achieve a common
understanding of how the company intends to run its business within the SAP system.
During this phase, you also:
Refine the original project goals and objectives
Define the Baseline scope
Refine the overall project schedule and implementation sequence
Org Impact/
Sponsors *************** Attend PTT Signoff
Review, Risk / Sponsor
Status Mtg & Org Structure
Steering Mtg Comm/ Doc, Approve Tech Assemble Bus Quality Check
Project Mgt Guidelines/
Issue Mgt Design Blueprint Signoff
************** Workshops
***************
Project IMG/ Requirement
Consultant Master Records BP/ARICE
Deficient
Areas
Customer Attend PTT
**************
Tech Design/
Set up Dev
Refine Proj Plan
Technical Env/ Install
h/w, printers,
networks
Training EUT & Doc
Training Effectiveness strategy/delvy
© SAP AG 1999
These are the primary roles in an SAP Implementation (all the roles are defined in the IA).
Steering Committee - members include Project Sponsors, the SAP Consulting Manager (and/or the
TeamSAP Coach), and project managers. The committee is also the primary source for the
company’s long-term goals and vision, sets priorities, approves scope, and resolves company-wide
issues.
Project Sponsors - directly communicates the company’s long-term goals and visions and are
members of the steering committee.
Proj Mgt - TeamSAP Project Manager and Customer Project Manager
Consultant - TeamSAP Members, application, cross application, business process
Customer - Project Team Members (business process, power users)
Technical - Customer or consultants for System Administration and Technical, help desk provider
Training - Training & Documentation - project mgr/lead/ developer, Training Development
Instructor, Training Co-ordinator, Training Technology Administrator
Change -These are dedicated individuals assigned to manage one of the organizational change
management processes: Risk Assessment, Communications, Sponsorship, Skills Development,
Knowledge Transfer or Organizational Optimization.
Security - Authorisation, Administration or Internal Auditor responsible for managing the system
security and authorization environment and may be combined with other (technical) administrative
roles.
Share Focus items are noted by the ************ brackets.
Project Management
Business Business
Org. Structure Process Definition
© SAP AG 1999
Documentation
• Prepare and attend
steering committee
meeting
• Correct project Configuration
variances
• Refine project plan
• Change Management
• Team building
activities
© SAP AG 1999
The purpose of this work package is to establish a proper cycle of project management activities to
ensure that the implementation project is on target. It determines all project planning, controlling and
updating activities. It also identifies where changes in the relationship between business processes
and the organizational structure need to be managed, in consultation with departmental management.
The same work package is also in the subsequent phases.
Note the Project Review Program which is provided as an SAP service. Reviews can be scheduled
throughout the duration of the project. A review provides an independent and objective management
review of the customer implementation project, identifies any risks to the project goals and
recommends appropriate corrective actions.
Activities
Create Business Impact Map
Develop Sponsorship Strategy
Establish Change Communications
Framework
Accelerators:
Business Impact Map Guidelines
Change Management White Paper
Effective Project Communication White Paper
© SAP AG 1999
The purpose of the organizational change management work package is to address the organizational
and human resource factors that impact the SAP implementation, ensuring the timely success of the
SAP implementation. The organizational change management work package includes a series of
change processes that allow the change team to manage organizational risk, accelerate the SAP
implementation, and optimize organizational processes. These organizational change management
processes ensure that the change team understands and manages the organization’s perceptions of
and responses to the changes that will occur as a result of implementing the SAP System
A business impact map can be used as a starting point in the organizational change management
process, allowing the Core Change Team to prioritize components of the change plan by gauging the
magnitude and timing of the anticipated changes
Sponsorship at the executive level provides the real and symbolic evidence that gives the project
credibility, a critical early requirement. Sponsorship at the local level ensures that the project gains
and retains momentum as it progresses.
Construct a formal communications framework in support of the SAP implementation. This
framework outlines the approach for sharing project-related information across the organization.
Activities
Conduct Project Team Training
Analyze End User Training and
Documentation Strategy
Prototype End User Training and
Documentation Deliverables
Accelerators:
Project Team Training Template
Curriculum Planner
Training Environment Setup and Considerations
Knowledge Warehouse (Information)
© SAP AG 1999
The purpose of this work package is to finalize preparations and conduct project team training. Also
during the Training Business Blueprint Phase, finalize the end user training and documentation
strategy, and prototype the end user training and documentation deliverables.
Conduct project Team and change Team training for team members to obtain SAP functional and
technical knowledge. This training enables the project team to start to match the system requirements
with SAP functions during the Business Blueprint phase. For the change team this training allows for
a basic understanding of functional and technical issues to enhance their credibility as they support
the SAP implementation.
Analyze the end user training and documentation strategy and finalize the plan for developing the
training content and documentation, and training delivery. The tasks involved with this activity will
occur at times simultaneously with the tasks of Prototype End User Training and Documentation
Deliverables. The following process flow illustrates the tasks involved in this activity and the actions
to follow.
Design and develop a training and documentation prototype, and analyze and determine the system
requirements necessary for conducting training. The tasks involved with this activity will occur at
times simultaneously with the tasks of Analyze End User Training and Documentation Strategy.
Project Management
Business Business
Org. Structure Process Definition
© SAP AG 1999
The purpose of this work package is to install and configure the development system. Within this
work package, you must setup the development system environment, define system administration
procedures, and initialize the IMG in preparation for the start of implementation.
Develop System
Environment
Tasks
Document Physical System(s) Layout & Distribution
Define and Document Printing Infrastructure
Document Network Topology Rele
upg ase
r
stra ade
Document Interface Topology tegy
Accelerators:
IT Infrastructure Document
R/3 Security Manual
© SAP AG 1999
The purpose of this activity is to check the communication diagrams for each of your company's
business areas that were created in the project preparation phase. These describe the future
applications architecture. Check them against the processes and functions you have determined. Use
this documented applications architecture for a detailed analysis of your hardware, operating system,
database, and network requirements. In particular, check where organization units will be working,
with which applications systems, and what requirements result (lines to be laid, for example). Also,
check for particular processes used at particular places that call for special requirements (for different
screen sizes, PC configurations, and so on).
It is recommended you seek support from your hardware partner for this work.
Finally, the steering committee has to give approval for the technical design of the system landscape
meeting the needs of this R/3 implementation.
Note that the SAP Technical Operations Manual (also known as the Systems Operations Manual
Template) is also a relevant information resource.
Develop System
Environment
Tasks
Install Initial Hardware
Verify Initial System Technical Environment
Install Development System
(SAP Software and DB Installation)
Install Desktop Components for Project Team Members
Set up User Master Records for Project Team
Secure Development System
Install and Configure Printing Services for Project Team
Configure Remote Network Connection
Set up Remote Connection to SAP B
Accelerators:
Installation Guide on SAPNet
Authorization made easy - Guidebook
© SAP AG 1999
Purpose: Install and configure the technical environment for the development system.
Install initial hardware: The purpose of this task is to engage the services of the hardware vendor to
install the appropriate hardware, install any additional dependent hardware defined during
identification of technical requirements (for example, printers, additional servers, network devices,
routers) and connect the hardware to the existing network. It is important to request that the hardware
vendor perform appropriate post-installation hardware exercises (for example, verify tape device,
verify disk devices).
Install development system: The purpose of this task is to install the development system and
perform post installation activities as described in the SAP Installation Guide.
Set up user master records for project team: The purpose of this task is to create user master records
for project team members, with the proper authorization profiles necessary for the development
system. These profiles should be created in the SAP master Client 001, so they can be propagated to
other clients when they are created. None of the project team staff should be prevented from carrying
out any business application functions in the development environment Customizing client. This
ensures they can all model whole business processes in your system, without restrictions.
Develop System
Environment
Functions
SAP /
Problem requests Customer
Branch
/ CCC
Notes
SAPNet - R/3
Hot News Frontend
Online corrections or
Service requirements SAPNet - Web
Frontend
SAP software change registration
Training details
Project milestones for service
Partner
Maintenance of Customer Master Data
CCC - a Customer's own, R/3 focused, internal support linked to SASupport Services. Refer to the
Implementation Assistant under Implementation Accelerators for the accelerator - Customer
Competence Center (CCC) Program.
SAPNet - R/3 Frontend (formerly Online Service System (OSS)) provides the infrastructure for
SAP's R/3 Service & Support and is the primary medium for problem management. It is the
technological link between customers, SAP partners and SAP. Beyond this, SAPNet - R/3 Frontend
provides access to valuable information about known problems and helps you resolve them on your
own or with the help of the SAP Support Team. You have free access to SAPNet - R/3 Frontend
wherever you are 24 hours a day.
SAPNet – Web Frontend is SAP’s Internet/extranet solution. The features of the SAPNet – R/3
Frontend are being migrated consecutively into SAPNet – Web Frontend. The following are
examples of tasks that can now be performed via SAPNet:
Searching for SAP information
Searching for R/3 notes
Downloading SAP patches
Requesting new SAPNet users
Requesting SSCR keys.
Develop System
Environment
Tasks
Accelerators
© SAP AG 1999
The purpose of this activity is to define, test, and exercise the system administration procedures for
the development system. These tasks are an ongoing process throughout the Business Blueprint
phase.
Define system administration for development aystem: The purpose of this task is to define the
system administration activities and procedures for the development system by using the referenced
check list to provide procedures for each activity. Document each activity and assign it to an
appropriate team member for ownership. Each owner is responsible for documenting and executing
the activities.
Configure the Computer Center Management System (CCMS) system. CCMS allows you to
monitor, control, and configure your R/3 System. It allows automation of many administrative tasks,
reducing the chances of error and enabling in many cases unattended 24 hour system management
from within the R/3 System. The responsible person defined in Define System Administration for the
Development System should complete the CCMS tasks.
Verify system administration functions: The purpose of this task is to initially test and work with
system administration functions defined and configured in Define system administration for
development system. It is important that this is an ongoing procedure.
Develop System
Environment
Tasks
Generate Project IMG
Data Scope Views Member Status
Country
SAP IMG-Link
Reference
IMG Define Project Name
Manually
IMG - Link
Don‘t Generate Project IMG
Accelerators:
Sample Scope Document
Working with Project IMGs
ASAP IMG-Link
© SAP AG 1999
The purpose of this activity is to create the Implementation Guide (IMG ). It is important to create an
IMG so that the Customizing process and documentation tasks are easier. The IMG is used as a
reference at the last stages of business process definition, therefore you want to have this in place
before beginning that Work Package.
Use Project IMGs to do your project planning and control customizing work. When you set up your
Project IMGs or Release projects, be sure to keep to the standards you defined in the Project
procedures work package under the project documentation task for using status indicators, for
scheduling, and for documentation.
There are two methods of generating the Project IMG:
The Manual creation of the Project IMG. This is the more common method, whereby consultants
manually identify the components of the IMG that must be configured according to the project
scope.
The Automatic generation of the Project IMG from the ASAP Question & Answer database
(Q&Adb). This is a new function that uses the scope settings within the ASAP Q&Adb and
transfers them automatically into the R/3 project IMG. Please refer to the accelerator below for
more information.
Project Management
Business Business
Org. Structure Process Definition
© SAP AG 1999
The purpose of this Work Package is to define the enterprise organizational structure using SAP
organizational units, such as company codes and sales organizations.
In conducting the organization structure workshop, several topics are discussed, including:
What enterprise process areas and business processes will be used in the system
What organizational units within the company will be affected by the implementation
Business Org.
Structure
Tasks
Conduct Organization
Structure Workshop
Recommend and Approve
Organization Structure
Accelerators:
Organization Structure Presentation
Structure Modeling with Structure Modeler
Sample Scope Document
© SAP AG 1999
The purpose of this activity is to prepare for business organization structure workshops to define the
organizational structure of the company within the system. The organizational structure is
established to give structure to the Logistic and Financial Enterprise Process Areas.
Prerequisites:
Input: Enterprise process area scope document (Sample Scope Document).
Result:
Output: Documented organization structure for the company.
Outcome: The organization structure is signed off and is ready to be implemented.
1 Business Strategy
1 Organization
1 General Settings
1 Master Data
1 Business Processes
1 Cross-application
1 User Roles
1 Basis
1 Development
QAdb
Report
Unplaned Situations
QAdb Issues
QAdb
User Profiles
User
© SAP AG 1999
Business strategy sections contain items designed to collect info about the general business strategy
and the implementation.
The Organization structure level contains items that describe the system organization structure, the
framework in which the R/3 system is configured.
The General settings section contains elements of the Implementation Guide (IMG) of overall
importance for Business Blueprint phase to setup the R/3 system properly.
The Master data section contains items that describe the master data structure that controls the
behavior and implementation of an R/3 system.
The Business processes area of the Q&Adb contains the process structure items as represented in the
R/3 Reference Model.
The Cross application section refers to all data objects (tables, entities or processes) that relate to
more than one business application.
The Basis area of the Q&Adb does not gather Business Blueprint requirements but must be included
for navigational purposes and technical reasons of the ASAP IMG-Link.
The Training and documentation section collects information about the planned training and
documentation standards in an R/3 implementation.
The User Role node contents all the SAP user roles (based on Release 4.6B of the R/3 System). The
project team can use these roles to analyze the project-spesific requirements for user profiles.
The content of the Development area is created automatically by the application. It is designed to
hold all functional specification documentation data that you entered in the Associated Items box
1 Basis
1 Development
QAdb
Report
Unplaned Situations
QAdb Issues
QAdb
User Profiles
User
© SAP AG 1999
The questions enable you to gather requirements on specific business scenarios and their processes.
A Question may appear within several structures. The answer to a question on a specific occurrence
within any structure is visible on all other occurrences using that question. While answers given to a
question are visible at all occurrences, questions can only be answered and answers can only be
changed at the current structure level. These questions are open-ended and promote the flow of
information between you and the consultants who will configure your system. Using your answers as
a guide, consultants define your company’s requirements in detail and adapt process models to
reflect your company’s needs.
The user roles enables consultants in the Blueprint phase to identify, adapt and describe SAP-
delivered user roles based on project-specific requirements.
The CI template sections form the heart of the business blueprint document. It is important to
provide as much information as possible when entering your answers in these sections. In some cases
the information may not be known at the Blueprint stage, if this occurs, it should be noted in the CI
template answers. For example, when you enter the Authorization Considerations question during
the Business Blueprint phase only high level information is available. As this changes, the Q&Adb
should be updated with detailed authorization requirements.
During the initial Q&Adb setup, you specified the path to SAP and IDES documentation. This
documentation is available for view only and cannot be changed. If a SAP or IDES document is
available for a selected function, the name of the document displays in the Associated Items box.
Click the document to view it.
You may add, view, or delete documentation to the Project Documentation folder in the Associated
Items box. It is recommended to put all documents to the Project Documentation directory so that the
document can be found in the Q&Adb directory.
© SAP AG 1999
The associated items frame on the right side of the screen is a reference structure user interface work
area and a display area for user entered information. The associated items displayed are linked to
reference structure items you currently selected.
Open Issues
Open by Person
....
Listing in
Open Issues
Documentation in Issue Editor EXCEL Table
Unsolved
Problems
Classification Priority,
Priority, Status
Project phase Date required
Responsible Date resolved
Issue Resolution
© SAP AG 1999
In the issues database, open issues can be centrally formulated and linked with the necessary
information, such as:
- Classification (business process, project lead...)
- Priority (low, medium, high)
- Project phase (Project Preparation, Business Blueprint...).
- Date required
- Date resolved
- Issue Resolution
The issues database includes an editor to describe the problem and its solution in detail. The database
saves the date of entry of an issue.
You can display the contents of the issues database in an MS Excel spreadsheet using the Reports
--> Issues --> All Issues function.
... ...
Set In Scope In Scope
... ...
3 Structure Item D
3 Structure Item E
© SAP AG 1999
Before you begin answering questions, decide which structure items are valid and appropriate for
your business. Setting these items In Scope, delimits the information gathering of the Q&Adb to
your specific business. It is recommended to “scoping” top down along the Q&Adb structure.
Any one or all hierarchy items can be set In scope by right-clicking on that item in the tree view and
choosing Set In Scope.
In Scope areas appear in yellow for easy identification.
In Scope status can be removed from individual hierarchy items as necessary by clicking the checked
Item Set In Scope menu item which removes the In scope status.
If you would like to only see the items in scope, go to main toolbar and select View->In Scope. Only
those areas that are In Scope will display in your tree structure.
3 Structure Item
© SAP AG 1999
An Owner is person who is responsible for one or many Structure items on different levels.
Turn ownership on and off to control which information is exported. Further, setting ownership
allows you to run the Q&Adb reports by owner and printing only owner-specific information.
Specifying an owner assures that if a user changes an item that has an owner assigned to it, a
warning message appears. Two types of owner can be set: business owner; and consultant.
Edit
...
Bookmarks
SAP Reference Structure
List of Bookmarks
3 Structure Item
© SAP AG 1999
With the Bookmark function you can define structure items as “favorites” (similar to the function in
a Web-Browser) and save them with the Save bookmark option.
Later you can retrieve the favorite place with the Goto bookmarks option.
Business Org.
Structure
2 Markets
2 Procurement Strategy
© SAP AG 1999
It is important to properly check the Enterprise process area scope document (Sample Scope
Document) in order to balance which business areas and scenarios will be covered by the
implementation. You should also do this for the business processes, as this is the level where the
information for business process workshops should be stored.
Business Org.
Structure
2 Procurement....
© SAP AG 1999
The Organization structure level contains items that describe the system organization structure in
which framework the SAP system is configured. In the Q&Adb, questionnaires facilitate gathering
requirements on the company’s structure and processes that allow an initial mapping of the
company’s business to a proposed SAP organizational structure. The answers to the questions form
part of the Business Blueprint.
The second level contains the available enterprise areas (e.g. Sales and Distribution). It is not
recommended that you change or enhance this level of the organizational structure.
A third level further defines the organization (e.g., Sales area data).
For each level you may set items in and out of scope.
Business Org.
Structure
Reports allows you to display project documentation in different forms, and creates a report structure
in the Q&Adb.
Project Management
Business Business
Org. Structure Process Definition
© SAP AG 1999
The purpose of this Work Package is to define the company requirements based on SAP business
processes, to provide the required functions. You must first define your organizational structure. The
business process definitions create your Business Blueprint.
Business
Process
Definition
© SAP AG 1999
After the definition of the organization structure, you define the business processes of the company
in terms of the R/3 System.
The Q&Adb is the tool supporting the definition of the business processes. You can use the CI
(Customer Input) template and the business process questions within the Q&Adb to support the
preparation and completion of the business process definition. For detailed analysis, you can access
external tools for modeling the business processes via the Q&Adb.
Generating the Business Blueprint gives you the company´s business process requirements in one
document.
Generating Business Process Master List gives you the business processes which are in scope for
Customizing in the Realization Phase.
Business
Process
Definition
Tasks
Sample
Scope Document
© SAP AG 1999
The purpose of this activity is to ensure efficient business process workshops. This means
determining who attends, which business processes are discussed, and other applicable topics. To
ensure effective meetings, you should send all relevant materials and business process guidelines to
the participants prior to the workshops.
Prerequisites:
Trigger: Business organization structure has been defined.
Input: Initial Project Scope, resource plan.
Result:
Outcome: Prepared project team.
Business
Process
Definition
Tasks
Determine General Settings
ISO-
ISO-Norms
DM DE
USD US
CHF CH
Numbering systems,
systems, Chart of accounts ...
Accelerators:
Implementation Guide
R/3 Online Documentation
© SAP AG 1999
The purpose of this activity is to analyze your standardization aims (general settings) and the
constraints to which they are subject. This activity deals with determining whether standardization is,
or ought to be, one of your objectives.
Examples of candidates for standardization include:
Currencies
Calender
Numbering systems
Charts of accounts
Statistics
Units and measurement
Balance sheets and profitability analyses
Handling of procedures, rules and standards for data transfer
Prerequisites
Output:
Business
Process
Definition
3 Material Master....
3 Serial Numbers....
© SAP AG 1999
Result:
Output: Completed general settings and master data questions in the Q&Adb and documented
enterprise standards
Business
Process
Conduct Business Process Workshops Definition
TASKS
Determine Business Process Requirements
Determine the Need for Extended Functions
Determine Reporting Requirements
Determine Required Interfaces
Determine Conversion Requirements
Determine Required Enhancements
Clarify Deficient Areas
Refine Business Process Descriptions and Models
Determine Need for Additional Detailed Workshops
Schedule Detailed Requirements Workshops
© SAP AG 1999
Business
Process
Definition
1 User Roles
© SAP AG 1999
The Q&Adb questions and the corresponding process models are used to facilitate and frame the
gathering of company input.
The questions concerning the business process are dependent for their content on the respective
business process. The answers can either be freely formulated or are given:
Yes, No, Unanswered
Answer list
The questions concerning the CI template are the same for all business processes and can be
answered freely.
You can document user roles by answering business process questions and CI templates, which
contain special sections such as job descriptions and autorizations considerations. In particular, you
see which transactions are assignet to a user role. In this section the project team members can gather
all the business requirements needed to define a user role.
Business
Process
Definition
Forms
5 Processes
Other Development
1 Development
2 Technical Anaylsis
3 Enterprise Areas
4 Documents Functional
Specification
Form
© SAP AG 1999
The Functional Specification form is used during the Blueprint Phase to identify and describe the
functions of any programming that must be done for the project. It should be used for all types of
programming (i.e. conversion, interfaces, reports, enhancements, extensions, matchcodes, forms
etc.). There are different sections (and fields) to be filled out based on programming type, so not all
fields on the form are required. The content of the Functional Specification Form will automatically
be transferred to the Development List.
In order to create a Functional Specification follow the instructions below:
1. Click the right mouse button. Result: A drop down menu appears.
2. Click the menu item Add. Result: A dialog box appears allowing you to select an existing or
entering a new file name.
3. Enter a document title and select OK in the dialog box. Result: You are notified that the
document does not exist and will be requested to confirm if you want to create it. The
appropriate application starts and a predefined Functional Specification form displays.
4. Enter data, edit and save the form as appropriate within the associated application.
Result: The document name appears in the Associates Items box of the Q&Adb were you have
access to it. Note: Simultaneously, when you press the OK button, the document will also be
included in the left hierarchy under Development
Business
Process
Definition
3 Scenarios
RPModeler
EERP Modeler(CASE
(CASEwise
wise))
LiveModel
Live Model(Intellicorp)
(Intellicorp)
4 Process Groups
5 Processes
You can use external modeling tools to compare enterprise process areas, scenarios, and processes
with the R/3 Reference Model.
In addition to installing the tool you wish to use, you also need to choose the relevant tool under
Business Modeler in the User Maintenance in the ASAP Adminstration Tool.
The comparison with the R/3 Reference Model clarifies to what extend your own business processes
can be covered by the R/3 business processes.
The business fit can be high, medium, or low. The measures that need to be taken to achieve this
depend on the analysis:
High, through Customizing
Medium, through enhancement
Low, own transactions.
If an enhancement is necessary, it can be documented in the structure of the Q&Adb on each level by
adding customer-defined objects.
Copying of objects is supported on every level.
Business
Process
Definition
3 Scenarios
4 Process Groups
5 Processes Identifier
D
D Dominant entry
3 Scenarios
S Subordinate entry
4 Process Groups
5 Processes
© SAP AG 1999 S
If an existing business process appears in more than one scenario, one of the scenarios can be
defined as the dominant entry and the other as a subordinate entry.
You can check the scnearios where a certain business process appears by choosing the business
process (alternate mouse button) and choose 'View Dominant'. In this list you can see all scenarios
for which you can define your current scenario/business process relationship as a main entry. For
example, if you choose one of the scenarios, it will be regarded subordinate to your current
scenario/business process relationship.
Dominant and subordinate entry are marked in the structure accordingly:
D = Dominant
S = Subordinate
All answers to the Business Process that is classified as Dominant will be stored only once and will
be shared by the Business Process that is classified as Subordinate.
If a question has the attribute “global” a single answer will be shared by all multiple occurrences
Business
Process
Definition
2 Enterprise Areas
Code Transaction DOC Scope BaseLine C1-C4
4 Process Groups
5 Processes Run
R/3 Transaction
User Profile
R/3 Information
© SAP AG 1999
The description of the business processes is completed by including the related Business process
transactions in the scope of the implementation project. The number of transactions related to the
business process will be displayed on the business process transaction matrix when you choose
Business process transactions.
The business process transaction matrix shows: Code: Name of the business process transaction;
Transaction: Long text of business process transaction; Name of the business process transaction;
DOC: Link to R/3 Documentation; Scope: shows that the business process transaction is in scope;
Baseline: Indicates the business process transaction within the Baseline scope, Baseline defines the
basic scope of transactions that will be implemented; C1-C4 describe suggested cycles for
configuration tests.
The business process transaction matrix contains the default values for the business process
suggested by SAP. You should not make changes in the business process transaction matrix but in
the Business Process Masterlist, an MS EXCEL file that is based on the business process transaction
matrix. You should only make changes with the support of consultants.
It is possible to call up the corresponding transaction in the R/3 System, providing that the relevant
settings in the user profile have been maintained and the R/3 System is available.
Business
Process
Definition
Tasks
Perform Organizational Optimization Analysis
Re
po
Refine Project Organization and Roles Rerts
po
r ts
Assemble Blueprint
Identify Baseline Scope
Verify Blueprint Completeness
Accelerators:
Sample Completed Business Blueprint
Q&Adb Overview
Q&Adb User Procedures
Sample Business Process Masterlist for Baseline Definition
Test Cases and Procedures - Directory Structure and
Naming Conventions
© SAP AG 1999
The purpose of this activity is to complete the Business Blueprint, which is the main deliverable of
Phase 2. The Business Blueprint serves as your conceptual master plan, and becomes a detailed
written document. This document shows you the business requirements in detail, and is the basis for
organization, configuration and, if necessary, development activities.
Prerequisites:
Trigger: Company requirements gathering is complete, CI templates are completed
Input: Completed CI templates in the Q&Adb, enterprise process area scope document (Sample
Scope Document).
Result:
Output: Completed Business Blueprint.
In order to avoid important project data from being overwritten, the project manager can freeze the
scope of the SAP Reference Structure as well as restrict the answering of CITs and Q&Adb
questions, and the authoring of business process questions.
Business
Process
Definition
Reports allows you to display project documentation in different forms, and creates a report structure
in the Q&Adb.
Business
Process
Definition
Tasks
Prepare for Presentation of Blueprint Review
Conduct Review and Sign Off
ss
ne nt
u si pri
B lu e
B
Accelerators:
Business Blueprint Quality Checklist
Project Signoff Form
Executive Summary of Business Blueprint Powerpoint Presentation
© SAP AG 1999
The purpose of this activity is to ensure efficient business process workshops. This means
determining who attends, which business processes are discussed, and other applicable topics. To
ensure effective meetings, you should send all relevant materials and business process guidelines to
the participants prior to the workshops.
Prerequisites:
Trigger: Business organization structure has been defined.
Input: Initial Project Scope, resource plan.
Result:
Outcome: Prepared project team.
Adminstration R/3
Transfer Scope to R/3 System
...
Project
IMG
Transfer
SAP Reference Structure Scope
Project Project
Documentation Management
1 Structure Item A
2 Structure Item C
3 Structure Item E
User Maint.
Maint.
R3 Info
© SAP AG 1999
Project Management
Business Business
Org. Structure Process Definition
© SAP AG 1999
The purpose of this work package is final verification of all deliverables from this phase. It is critical
that quality checks be performed throughout the phase, as tasks are completed. The Business
Blueprint ensures that everybody has an accurate understanding of the final scope of the project
regarding business processes, organizational structure, and system environment.
In addition, this includes project team member training, project standards, and strategies in the
technical area. You must address issues regarding changes in scope, impact on budget, and resource
planning.
© SAP AG 1999
The purpose of this activity is to collect all deliverables and to review them for completeness and
accuracy. Although quality checks are performed when specific tasks are completed, it is critical to
review them together because individual results from one task may have an adverse impact in
another area of the project. Upon completion of this quality check, sign off is obtained and the
project proceeds to the next phase.
This slide lists only the most important points of the check lists for project management or quality
assurance. You can find the complete check lists for the first and last Work Package of Phase 2:
Business Blueprint in the ASAP Roadmap documentation.
Implementation Phase 1
Roadmap Project Preparation
Phase 2
Business Blueprint
Phase 3
Realization
Phase 4
Final Preparation
Legend:
Phase 5
Unit
Unit
Go Live & Support
Topic
Topic
© SAP AG 1999
© SAP AG 1999
ASAP Roadmap
Continuous
Project Improvement
Preparation Final
Preparation Go Live &
Business Realization Support
Blueprint
© SAP AG 1999
The purpose of this phase is to implement business and process requirements based on the Business
Blueprint. The objectives are final implementation in the system, an overall test, and the release of
the system for productive (live) operation. The project team receives relevant knowledge.
© SAP AG 1999
These are the primary roles in an SAP Implementation (all the roles are defined in the IA).
Steering Committee - members include Project Sponsors, the SAP Consulting Manager (and/or the
TeamSAP Coach), and project managers. The committee is also the primary source for the
company’s long-term goals and vision, sets priorities, approves scope, and resolves company-wide
issues.
Project Sponsors - directly communicates the company’s long-term goals and visions and are
members of the steering committee.
Proj Mgt - TeamSAP Project Manager and Customer Project Manager
Consultant - TeamSAP Members, application, cross application, business process
Customer - Project Team Members (business process, power users)
Technical - Customer or consultants for System Administration and Technical, help desk provider
Training - Training & Documentation - project mgr/lead/ developer, Training Development
Instructor, Training Co-ordinator, Training Technology Administrator
Change -These are dedicated individuals assigned to manage one of the organizational change
management processes: Risk Assessment, Communications, Sponsorship, Skills Development,
Knowledge Transfer or Organizational Optimization.
Security - Authorisation, Administration or Internal Auditor responsible for managing the system
security and authorization environment and may be combined with other (technical) administrative
roles.
Share Focus items are noted by the ************ brackets.
Project Management
System Management
© SAP AG 1999
Documentation
steering committee
meeting
• Determine project
variances Configuration
• Refine project plan
• Determine production
support plan
• Determine cutover
plan
© SAP AG 1999
Only the most important points of the check lists for project management and the quality check are
listed on this slide. The complete check lists can be found in the ASAP Roadmap documentation.
Note the Project Review Program which is provided as an SAP service. Reviews can be scheduled
throughout the duration of the project. A review provides an independent and objective management
review of the customer implementation project, identifies any risks to the project goals and
recommends appropriate corrective actions.
Activities
Develop Project Team Risk Management
Process
Develop Organizational Risk Management
Process
Accelerators:
Risk Assessment Sample
Change Management White Paper
Effective Project Communication White Paper
© SAP AG 1999
The purpose of the organizational change management work package is to address the organizational
and human resource factors that impact the SAP implementation, ensuring the timely success of the
SAP implementation. The organizational change management work package includes a series of
change processes that allow the change team to manage organizational risk, accelerate the SAP
implementation, and optimize organizational processes. These organizational change management
processes ensure that the change team understands and manages the organization’s perceptions of
and responses to the changes that will occur as a result of implementing the SAP System
A business impact map can be used as a starting point in the organizational change management
process, allowing the Core Change Team to prioritize components of the change plan by gauging the
magnitude and timing of the anticipated changes
Sponsorship at the executive level provides the real and symbolic evidence that gives the project
credibility, a critical early requirement. Sponsorship at the local level ensures that the project gains
and retains momentum as it progresses.
Construct a formal communications framework in support of the SAP implementation. This
framework outlines the approach for sharing project-related information across the organization.
Activities
Conduct Project Team Training
Define End User Training & Documentation Content
Develop End User Training and Documentation Content
Finalize End User Training and Documentation
Accelerators:
Project Team Training Template
Sample Documentation Standards
Training Environment Setup and Considerations
Knowledge Warehouse Sample Checklist
© SAP AG 1999
The purpose of this work package is to define, develop, and finalize end user training and
documentation. During the Training Realization Phase, finalize all preparations for end user training
delivery, including all logistics.
Conduct project Team Training to conduct project team training for team members to acquire SAP
system functional and technical knowledge. This training enables the project team to match
requirements to SAP system functions. A review of the project team’s risk assessment results and
risk profile is also conducted as a part of this training, allowing for an understanding of the issues
which may negatively impact the project team’s ability to manage the project.
Define End User Training and Documentation Content is to set the standards and review process for
training content and documentation development, in addition to defining an evaluation and
improvement process, to communicating this information to the course developers and to developing
the course outlines.
Develop End User Training and Documentation Content is to develop all training content and
documentation materials as defined in the End User Training and Documentation Plan and designed
in the prototype.
Finalize End User Training and Documentation Content and Prepare for Delivery is to prepare for
end user training delivery. In this activity, the training curriculum and job roles are finalized, a
training logistics plan is developed, the training system is tested, train-the-trainer is conducted, and
end user training content and documentation materials are finalized.
Project Team
Training
Phase
Phase 11
Team
Team Training
Training
Schedule
Schedule
Phase
Phase 33
Refine Training Schedule
Level
Level 22
Level
Level 33
Project Team Training
Baseline Final
Configuration Configuration
Level
Level 2 Level
Level 3 Complete training
© SAP AG 1999
To prevent a delay in Realization and to have better control, re-evaluate the training schedule:
Are the proper people being trained?
Have there been new people added to the project that need to be added to the training schedule?
Have people been reassigned to a different area requiring the schedule to be adjusted?
Have all decisions been made on where training will take place and whether or not logistics will
need to be resolved?
Levels of courses in the SAP curriculum: LEVEL 1, awareness - introductory to provide overview of
SAP product features & functions, SAP services & support, implementation framework (ASAP), and
SAP specific terminology; LEVEL 2, readiness - core business process courses to enable individuals
to apply SAP to a company’s processes; & LEVEL 3, proficiency - advanced courses for individuals
to acquire customizing & other detailed functional and technical SAP related expertise.
The project members must take all relevant LEVEL2 and LEVEL3 training by the end of the
Baseline Configuration. NOTE - ideally, LEVEL 2 training is taken by the end of the Project
Preparation Phase, as part of the preparation for Business Blueprint Phase. The LEVEL 2 preparation
is also crucial to obtaining the special configuration knowledge for the applications in the LEVEL 3
training. Ideally, the LEVEL3 training should be completed prior to, or early in, the Baseline
Configuration. In this way, the project members should be able to go over the training again, and
then be able to apply quickly their newly gained knowledge in Final Configuration.
Project Management
A-R-I-C-E, Forms,
Forms, Archiving,
Archiving, ABAP Integration
System Management
© SAP AG 1999
Baseline Configuration and Confirmation: During the Business Blueprint phase, the Identify
Baseline Scope task divides relevant business and process requirements into two main blocks. The
Baseline block comprises the priority requirements of the enterprise, ensuring that they can be
implemented quickly.
During Baseline configuration, work on processes that can be configured without programming or
enhancements. Requirements that need programming or enhancements to the SAP system are
addressed in separate work packages in the Realization Phase.
Final Configuration and Confirmation: The purpose of this work package is to finalize the scope and
configure your R/3 System.
The Final configuration is an iterative process in which you set up your business requirements.
You confirm that all your business requirements are met in the R/3 System. To make configuration
easier, create two or more cycles. Each cycle, based on the value chains in the enterprise, includes
the functions and processes you need. Depending on the scope of implementation, create an
appropriate number of cycles (cycle 1, cycle 2, cycle 3 to through to cycle n). Configure these
cycles sequentially.
The Final configuration is a transformation process that expands the Baseline solution, defined
during the Business Blueprint and Baseline configuration, through cycles (1 to n) until a solution
is found to deliver.resulting in a solution that satisfies all stated business requirements.
The objective of this Phase is the final implementation of the system, the system‘s overall test, and
its release and documentation.
The configuration is realized in two Work Packages:
Baseline Configuration and Confirmation (planning, implementation, test, and release)
Final Configuration and Confirmation (planning, implementation, test, and release).
In order to do the Final Integration Test, you must also plan, realize, and test all relevant interfaces,
enhancements etc. The Business Process Master List (BPML) is the central tool to properly plan and
document Realization. Supporting documents providing the additional detail to actually carry out
configuration and testing are produced using templates (accelerators) designed for the purpose. The
BPML is generated from the Q&Adb which, in turn, is accessed from the Implementation Assistant.
Reference
Baseline Scope
Level 1 Level 2 Level 3
Cycle Scope
Re
f er
Level 1 Level 2 Level 3
Integration Test
en Level 1 Level 2 Level 3
ce
© SAP AG 1999
In Phase 2, the business requirements were defined in the Q&Adb along with the project scope. The
Master Lists reflect the definitions defined in the Business Blueprint Document. The various
worksheets used to control and drive the configuration and confirmation process are derived from
those Master Lists.
In all cases where there is disagreement about business process definition, the resolution is found in
the Business Blueprint Document. The Blueprint is the reference source for answering all questions
about requirements definition in Phase 3, Realization. As such, if there are changes, the Blueprint
Document must be updated.
Integration
Baseline
Cycles
Business Process Master List Check columns
© SAP AG 1999
The BPML, which is generated in the Q&Adb, is the central data repository. It contains all R/3
business processes and transactions that represent the scope of the project. Project scope was
determined in the Business Blueprint Phase, the BPML is also generated then, prior to
commencement of Realization Phase.
As the central data repository, the BPML is used to feed required business process information to the
working documents (worksheets) used to specify, manage, monitor and control the work packages
of:
Baseline Configuration and Confirmation
Final Configuration and Confirmation (cycles)
Final Integration Testing.
During project scope definition in the Business Blueprint Phase, adjustments (Process variants) to
R/3 business processes may have been made to meet customer needs e.g. a distinction between a
goods receipt with and without bar code recognition might be required in which case a process
variant would have been created. In addition, business process owners will probably have been
identified. Applications consulting will also have defined, with the customer, the order of realization.
All these events of the Business Blueprint Phase will have been reflected in the Master List
illustrated in this slide. They will now be reflected in subsequent BPML worksheets derived from
this Master List in Realization Phase.
• Baseline Scope
• Cycle 1 Scope
• Cycle 2 Scope
• Cycle 3 Scope
• Cycle 4 Scope
© SAP AG 1999
Baseline Cycles
Documentation Links CI, BPP, Case Proced, Test Scenario, Related Files
© SAP AG 1999
Create
Config. Configure
Plan
Prepare
Refine Test
Scenarios
Define Create
Test Cases Test Plan Conduct
Scenarios
© SAP AG 1999
This process for configuration and confirmation is used in both of the Work Packages of Baseline
Configuration & Confirmation and Final Configuration & Confirmation.
While the process defines the flow of work through the Work Packages, the Implementation
Assistant defines all the Tasks necessary to complete the configuration and confirmation work.
Config. and
Confirmation
Activities
Develop Plans for Baseline Configuration
Configure Initial Settings and Organizational Structure
Configure and Validate Baseline
Prepare Baseline Confirmation
Perform Baseline Confirmation
Accelerators
Directory Structure and Naming Conventions
Sample Configuration Plan for Baseline
Computer Aided Testing Tool (CATT) - Introduction and Recommendations
BPP Templates (with Test Conditions and Variations)
Testing Strategy White Paper
ASAP - IMG Link (4.6)
Pre-Configured Clients (PCS) for U.S. & Canada
Verify the use of PCS as Implementation Accelerator
© SAP AG 1999
The purpose of this work package is to configure and confirm settings from the Baseline for
scenarios, processes, and functions.
During the Business Blueprint Phase, the Identify Baseline Scope task divides relevant business and
process requirements into two main blocks. The Baseline block comprises the priority requirements
of the enterprise, ensuring that they can be implemented quickly.
During Baseline configuration, work on processes that can be configured without programming or
enhancements. Requirements that need programming or enhancements to the SAP system are
addressed in separate work packages in the Realization Phase.
CONFIGURATION CONFIRMATION
PROCESS PROCESS
Create Configure
Config. Plan Baseline
TOOLS TOOLS
BSD BSD
Configurator Status
PROCESS
Plan Date Actual Date Test PROCESS PROCESS
OSL OSL Baseline Prepare Test
Configurator Actual Date
Plan Date TOOLS Scenarios Scenarios
BPP - Complete
CONFIGURATIONBSD TOOLS TOOLS
Status Test Scenario Kickoff Mtng
PROCESS PROCESS
TOOLS
Actual Date
End-To-End Documentation
Define Test Create Unit Test
Cases Test Plan Level 3
Test Scenario
TOOLS TOOLS Case Proced.
Unit Test BSD
Test Scenario Tester
Case Proced. Plan Date
© SAP AG 1999
Process:
Create Configuration Plan for Baseline - Sequence and plan in BSD and OSL.
Configure Processes and Functions - Configure master data, processes, functions and cross
applications; document configuration; run the processes to verify the configuration.
Define Baseline Test Cases - Define Unit Test Cases, create Test Scenarios and, if necessary,
create case procedures; organize in BSD.
Create Test Plan for Baseline - Define who, what, when and where for testing; document in the
BSD.
Test Baseline - Prepare for testing, enter setup data, execute tests and document results in BSD.
Prepare Baseline Confirmation Scenarios - Review existing test scenarios, confirm important
business processes, write new scenarios as needed and update BSD.
Perform Baseline Confirmation Scenarios - Play back scenarios to project team and power users to
confirm acceptance and buy-in; update BSD
Config. and
Confirmation
Activities
Develop Plans for Final Scope Configuration
Conduct Configuration Workshops (Cycle 1 - n)
Configure and Validate Final Scope (Cycle 1-n)
Prepare Final Confirmation
Perform Final Confirmation
Accelerators
Cycle Concept and Group Definition
Overview of Test Scenarios
Test Scenario Template
Test Scenario Instructions
List of Predefined Test Strategies
Testing Strategy White Paper
© SAP AG 1999
The purpose of this work package is to finalize the scope and configure your R/3 System.
The Final configuration is an iterative process in which you set up your business requirements. You
confirm that all your business requirements are met in the R/3 System. To make configuration easier,
create two or more cycles. Each cycle, based on the value chains in the enterprise, includes the
functions and processes you need. Depending on the scope of implementation, create an appropriate
number of cycles (cycle 1, cycle 2, cycle 3 to through to cycle n). Configure these cycles
sequentially.
The Final configuration is a transformation process that expands the Baseline solution, defined
during the Business Blueprint and Baseline configuration, through cycles (1 to n) until a solution is
found resulting in a solution that satisfies all stated business requirements.
CONFIGURATION CONFIRMATION
PROCESS PROCESS
OK?
Create Configure
Config. Plan Final Scope
NO YES
TOOLS TOOLS
Cycle Plans Cycle Plans
Configurator Status
PROCESS
Plan Date Actual Date Test Final PROCESS PROCESS
Config. Cases BPP - Complete Config. Prepare Test
Level 4 Scenarios
TOOLS Scenarios
CONFIGURATIONCycle Plans TOOLS TOOLS
Status Test Scenario Kickoff Mtng
PROCESS PROCESS
TOOLS
Actual Date
End-To-End Documentation
Define Test Create Unit Test
Cases Test Plan Level 3
Test Scenario
TOOLS TOOLS Case Proced.
Cycle Plans Cycle Plans
Unit Test Tester
Test Scenario Plan Date
Case Proced.
© SAP AG 1999
Process:
Create Configuration Plan for Final Scope - Generate Cycle Plans (C1 to Cn); define cycle “n”
plan based on level 4 process groups.
Configure Processes and Functions (cycle 1-n) - Configure and document; verify configuration.
Maintain cycle plan with results. Update BPPs as needed.
Define Final Scope Test Cases - Create and/or change test cases as required. Test cases used to
determine if the final configuration supports the business requirements.
Create Test Plan for Final Scope - Plan resources and times for testing.
Test Final Configuration (Cycle 1-n) - Conduct workshops to prepare, enter setup data and execute
tests to verify. Update cycle plan with results. If configuration confirmed, move to next cycle. If
configuration not confirmed, review configuration and retest.
Prepare Final Confirmation Scenarios - Review existing test scenarios, confirm important business
processes, write new scenarios as needed and update Cycle Plan.
Perform Final Confirmation Scenarios - Business process owners exercise the required scenarios
and document the results.
START
Realization Phase END
C1 C2 C3 C4 IT 1 IT2
Integrated IT Scenario
Test Scenario with Develp
© SAP AG 1999
Note: the number of cycles for Final Configuration (4) and Integration Test (2) is a recommendation
only.
Unit Testing - This is the lowest level of testing where the program or transaction is tested and
evaluated for errors. Unit testing is normally the first test that is completed during the configuration
effort, and is focused towards the program’s inner functions, rather than towards the integration.
Testing focus: Master data & Business processes.
Scenario Testing - During the configuration there is a need to test chains of transactions that flow
together and which reflect important business processes and scenarios. Testing focus: Multiple
transactions within one enterprise area, Workflow and Business processes which cross enterprise
areas. During subsequent integration testing these small scenarios can be used to build larger end-to-
end scenarios.
Integration Testing - Final integration testing is accomplished through the execution of predefined
business flows, or scenarios, that emulate how the system will run your business. These business
flows, using migrated data from the pre-existing systems, will be performed in a multifaceted
computing environment comprised of R/3, third-party software, system interfaces and various
hardware and software components. It is this environment that builds the necessary level of
confidence that the solution is complete and will perform in your business. Final integration tests
need to be an evolutionary process that is driven from your previous testing efforts. The test cases
and scenarios that were used for Baseline and Final Configuration need to be reviewed and enhanced
for the integrated test.
Organizational
Structure List
R/3
Business Project Name
Process
IMG for R/3 Customizing Activity
Master List
Status
General
Employee
Keywords
Customizing: Edit Project
My Customizing Worklist Memo
Manage Worklist
© SAP AG 1999
During Baseline and Final configuration you make the necessary Customizing settings using ASAP
in R/3, Customizing, using either the BPML, the IMG link, or a manually generated project.
The system displays the data for the relevant view (if you use IMG links) or project (if manually
generated), so that you can edit them
On the left of the screen area, you can see the IMG and Customizing activities.
On the right of the screen area, you can see the text of the Customizing activity you have selected.
Underneath it, you can see the general project data (start date, due date, and so on) and the
employees and keywords assigned to the project. At the bottom, the system displays the IMG project
document types for the Customizing activity documentation.
Project Management
A-R-I-C-E, Forms,
Forms, Archiving,
Archiving, ABAP Integration
System Management
© SAP AG 1999
The work comprises 8 distinct work packages, all of which are done in parallel with the
configuration and confirmation:
Authorizations
Reports
Interfaces
Conversions
Enhancements
Forms (Layout Sets)
Archiving
ABAP Development
Define
Develop Test Transport
standard
programs/ programs/ programs/
programs/
forms forms forms
forms
Procedure
ABAP Workbench:
Workbench: Other R/3 tools:
tools:
•Standard data transfer programs •ABAP Queries
•Standard interface programs •Report Writer / Report Painter
Tools •Standard reports •Information systems in the
•User exits applications (LIS, EIS, etc.)
© SAP AG 1999
Reports
Different types of reporting capabilities should be addressed and defined:
Reports Requirements/ABAP-Query/Report-Writer-Painter/Application-based Information
System.
The ”R/3 Report Navigator” is available from the Simplification Group on a separate CD.
Interfaces, Conversions, Enhancements
The teams that are assembled to discuss and make decisions about each of these programs should
be comprised of people with technical and functional expertise on both the current legacy system
and the SAP R/3 application modules. Note: See ”Data Conversion Made Easy” in the
Knowledge Corner.
With enhancements / modifications to the R/3 Systems, the cost / benefit relation should always be
your first consideration.
To realize the programmes, SAP offers an extensive range of utilities. Please use the programs
included in the SAP standard.
Forms (Layout Sets)
You can use the accelerator, Print Out Made Easy, in the Knowledge Corner for information on
how to print out the forms.
DB
Direct Input
Data
Call Function
Check and Update Data
Read Dataset
Batch Input
ABAP
Program BDC ABAP
QUEUE
Applications
(Screens)
Batch Input
Sessions
© SAP AG 1999
First possibility:
Large quantities of data are imported into the SAP system using batch input. This is an automatic
procedure, also frequently known as BDC (Batch Data Communication).
To ensure consistency of data, transfer is subject to the same checks and updates as entries made
by users in dialog screens. In other words, batch input simulates user dialog.
Transfer data is placed in intermediate storage in a queue file called batch input folder. A batch
input folder consists of a collection of business procedures (transactions).
Advantages: error log, can be repeated - Disadvantage: long runtime
Second possibility:
A new method of data transfer is Direct Input. With direct input, all checks which are carried out
on screen in a dialog program are realised using function modules.
Direct input is the quickest of SAP‘s mass data tranfer techniques, thanks to the use of pure
function module technology.
Futhermore, this procedure can be repeated.
Advantages: quickest method, error log, can be repeated - Disadvantage: only limited availability
Interface Adviser
© SAP AG 1999
The Interface Adviser provides a central pool of information to help design and implement
permanent interfaces between SAP R/3 components and non-SAP systems.
Legacy System Migration workbench is another tool from SAP that can help in migrating data from
non-R/3 to R/3. The key strength of this package is its mapping capability.
Data transfer workbench has been a key R/3 tool for facilitating smooth and easy data transfer. In
response to user feedback, it has been enhanced to provide end-to-end workflow based support,
giving complete control over the data transfer processes. In addition, Batch Input, Direct Input and
BAPIs are brought together in one place.
For detailed Information see SAPNet, AcceleratedSAP, Accelerators & Tools, Data Transfer
Customer Enhance-
Enhance- Customizing
Development ments
Change
R/3 Basis Repository
Objets
System Software
© SAP AG 1999
There are four different ways in which you can adapt the R/3 System to meet your requirements:
Customer Development - The R/3 System contains a customer namespace in which they can create
their own repository objects.
Enhancements - This allows the customer to enhance Sap repository objects with out using
modifications.
Customizing - This is where the system parameters are set using a special user interface. All
possible setting sare alowed for and organized by SAP. Customizing is a mandatory part of setting
up The R/3 System.
Modification - Modifications are changes to SAP repository objects. When the system is
upgraded, all the versions of modified objects must be compared with the new SAP version and
reconcilled.
Profile Profile
Share Share
for for
Work center A Work center B
Work center A Work center B
Activity Activity
Object to be protected
Creditor Material
Company code Plant
© SAP AG 1999
Establish
Authorization
Concept
Implement Authorization Concept
© SAP AG 1999
© SAP AG
The Profile Generator helps system administrators maintain authorizations and profiles.
Design Archiving
Management Technical requirements
Business requirements
Strategy
Create Responsibility
Schedule
Archiving
Technical system support
Management
Test
Archiving Test for all applications
Procedures
© SAP AG 1999
You can find information on archiving in the ASAP Roadmap documentation in the Establish
Archiving Management work package in the Realization phase.
Project Management
A-R-I-C-E, Forms,
Forms, Archiving,
Archiving, ABAP Integration
System Management
© SAP AG 1999
The purpose of this work package is to plan and execute the final integration test. This is important
for the functional verification of your production system. It should be a simulation of live operations.
The test includes verification of dependencies of business processes on the value chain plus
interfaces, output, enhancements, and authorization test. Remote locations should be included in the
test. This test is performed in the quality assurance system (or a QA client).
© SAP AG 1999
Like Final Configuration and Confirmation of which it is the extension, Final Integration Test
involves Test Case playback. The goal is to examine the cross functional and key integration points
across the business processes followed by periodic processing and development. It is a simulation of
live operations.
Accelerators
Testing Strategy White Paper
Test Scenario Template
Test Scenario Instructions
List of Predefined Test Scenarios
Computer Aided Testing Tool - Introduction and Recommendations
Directory Structure and Naming Conventions
© SAP AG 1999
Setup Test Team and Logistics - Prepare for the final integration test.
Involve extended team members in this test. They can provide a fresh outlook and closer
knowledge of the business process.
Define Integration Test Scope - Define the integration test goals and scope.
Point to recognize is the you must choose which criteria will be used to consider the integration
test complete.
Define Integration Test Cases - Determine and define test cases in the integration test plan.
There are many cases in your business environment. To test them all using end-to-end scenarios is
not practical. A method of selecting end-to-end scenarios and limited scenarios, or touch point
scenario, such as inter-company transactions, is used for integration testing.
Create Final Integration Test Plan - Create a detailed final integration test plan.
The final integration testing is a critical task in your implementation. Your test plan must include
the following processes and components: Business process, Output, Reports, Interfaces,
Conversions, Enhancements, Technical setup (Printer, fax), and Authorizations.
Approve Plans for Final Integration Scope Testing - Obtain approval from Business Process Owners
and members of the project team for the developed plans.
All members must have the same goals to get commitment to the plans. When approvals are
obtained, Final Integration Testing can begin.
Tasks
Verify Migration of all Objects to QA
Freeze System
Conduct Final Integration Test
Finalize System
Review and Approve Final Integration Test
Accelerators
Testing Strategy White Paper
Project Signoff Form
© SAP AG 1999
Verify Migration of all Objects to QA - Verify that all SAP system objects and programs are
migrated to the QA system before final integration testing begins.
Freeze System - Freeze system settings to protect the completed system from change. You must
ensure that no system changes are made to your QA environment until integration is complete.
Conduct Final Integration Test - Conduct the final integration test based on the final integration test
plan. This is crucial for the functional verification of your production system. It is a simulation of
live operation.
This includes verification of all dependencies of the business processes along the value chain, and
interfaces, output and print functions, and enhancements. Remote locations are included in the test.
Do this in the quality assurance system.
Check the data conversion programs to verify that master and transactional data is correct and
available for integration testing.
Final integration testing is a critical milestone activity in your project.
Finalize System - Resolve issues from the final integration test to ensure your SAP system meets
your business requirements prior to going into production.
Review and Approve Final Integration Test - Review and approve final integration test results. This
approval indicates that process owners agree that the SAP system meets business requirements. Key
issues from the final integration test must already be resolved.
Integration
© SAP AG 1999
Resource controlling
Sales Customer
Presales Sales Inventory Customer Customer
Order
Activity Delivery
order Sourcing Billing Payment
Production Planned
Produc- Shop
SOP MPS MRP tion floor
order order control
Purchasing Invoice
Requi- Vendor Purchase Goods Vendor
sition order verifi- Payment
selection receipt
cation
© SAP AG 1999
The purpose of the first cycle of integration testing is to check all cross functional integration points
(limited or Focused Drill-down Scenarios) for high frequency and impact business processes, and to
finalize the entire system configuration. The focus is testing that data crosses from one function
(SAP module) to another. ‘Focused Drill-down scenarios' was also the method used during Final
Configuration where many iterations of different cases were processed quickly.
Examples of integration points are:
Creation of a delivery note to be passed to MM (Materials Management) for warehouse processing
Running of MRP (Materials Resource Planning) in MM to automatically generate production
orders in PP (Production Planning)
Creation of customer billing documents in SD (Sales & Distribution) to be passed to FI (Financial
Accounting).
Integration Issues
Issues Database
Database
Integration 11
Issues Database
Integration 2 RESULT
Resolution
Issue Input
ISSUE
Cross Functional
Integration Points
End-to-End Critical
• Delivery note passed Business Flows
to MM for Warehouse
processing
• Billing passed to FI for Take sales order, pass to
payment processing mfg, MRP, mfging, receipt
into Finished Goods,
shipping & billing
© SAP AG 1999
Testing critical business flows as defined in the Business Blueprint from start to finish (end-to-end)
is the purpose of Integration 2. These end-to-end scenarios, extended to form the business cases for
testing, cover the test cases of Final Integration as well as periodic processing and development.
They can be formed by linking Focused Drill-down Scenarios from Integration 1.
An example end-to-end scenario would be the taking of a sales order, the passing of the demand to
manufacturing, MRP (Materials Resource Planning), manufacturing of the product, receipt into
Finished Goods, shipping to the customer, invoicing, billing and receipt processing.
As in the cycles of Final Configuration and Confirmation, any issues occurring in each of the
Integration 1 and 2 cycles must be added to the issue log, and issues resolved must be closed in the
log.
There is a change in the make up of the testing teams between configuration cycles and integration
testing. Testing is no longer function by function, but is now cross functional. Therefore, the test
teams for each business process must comprise members from each enterprise process area being
tested.
This change in testing team make up ties in with the knowledge transfer from Consultant (TeamSAP
Members) to Customer (SAP Project Team Members) reaching its apex during the cycles of Final
Integration Testing. Responsibility for the integration test becomes that of the Business Process
Owners and Power Users. This instills a sense of ownership with the Business Process Users which
should make it easier to get acceptance at the end of the phase.
Project Management
System Management
© SAP AG 1999
The purpose of this work package is to prepare for production operation. This includes monitoring
production infrastructure needs, and determining which system administration activities are
necessary.
Establish System
Administration
Functions
Develop System
Test Plans
The preparations from the Business Blueprint phase for developing the system environment can now
be realized.
System administration functions are, for example: client copy function; transport system; and
functions for backup and recovery.
Important tests are for example: failure tests; stress tests; and test of fax and printing.
Useful accelerators for this topic can be found in the ASAP Roadmap documentation, e.g:
Template for Volume Test Plan / Stress Test Plan
Define Periodic System Maintenace Procedures
Automating SAP startup and shutdown
R/3 spool administration tool set
System Operations Manual Template.
Project Management
System Management
© SAP AG 1999
The purpose of this work package is the final verification of project planning and deliverables from
this phase. Perform quality checks during this phase as tasks are completed.
This quality check verifies that the final configuration of the SAP system meets requirements
specified in the Business Blueprint. End user documentation and training materials must be finalized
for training during the next phase. Verify technical activities and tasks. Ensure everything is on
schedule for the Final Preparation phase. This includes, for example, data conversion programs,
interfaces, reports, and system management procedures. Issues regarding budget and resource
planning must be addressed and resolved.
Committee meeting
• Review approval of
Baseline/ Org.structure
configuration
Configuration
• Confirm tested interfaces
• Confirm authorization
design
© SAP AG 1999
Only the most important points of the check lists for project management and the quality check are
listed on this slide. The complete check lists can be found in the ASAP Roadmap documentation.
Implementation Phase 1
Roadmap Project Preparation
Phase 2
Business Blueprint
Phase 3
Realization
Phase 4
Final Preparation
Legend:
Phase 5
Unit
Unit
Go Live & Support
Topic
Topic
© SAP AG 1999
© SAP AG 1999
ASAP Roadmap
Continuous
Project Improvement
Preparation Final
Preparation Go Live &
Business Realization Support
Blueprint
© SAP AG 1999
The purpose of this phase is to complete the final preparation, including testing, user training, system
management and cut over activities, to finalize your readiness to go live. This final preparation phase
also serves to resolve all crucial open issues. On successful completion of this phase, you are ready
to run your business in your productive R/3 system.
This phase includes the following Work Packages:
Project Management Final Preparation Phase
User Training
System Management
Detailed Project Planning
Cut Over
Quality Check Final Preparation Phase.
Security
© SAP AG 1999
There are ten primary roles in an SAP Implementation; details of each are in the IA.
Steering Committee - members include Project Sponsors, the SAP Consulting Manager (and/or the
TeamSAP Coach), and project managers. The committee is also the primary source for the
company’s long-term goals and vision, sets priorities, approves scope, and resolves company-wide
issues.
Project Sponsors - directly communicates the company’s long-term goals and visions and are
members of the steering committee.
Proj Mgt - TeamSAP Project Manager and Customer Project Manager
Consultant - TeamSAP Members, application, cross application, business process
Customer - Project Team Members (business process, power users)
Technical - Customer or consultants for System Administration and Technical, help desk provider
Training - Training & Documentation - project mgr/lead/ developer, Training Development
Instructor, Training Co-ordinator, Training Technology Administrator
Change -These are dedicated individuals assigned to manage one of the organizational change
management processes: Risk Assessment, Communications, Sponsorship, Skills Development,
Knowledge Transfer or Organizational Optimization.
Security - Authorisation, Administration or Internal Auditor responsible for managing the system
security and authorization environment and may be combined with other (technical) administrative
roles.
Share Focus items are noted by “************” brackets.
Project Management
Training
© SAP AG 1999
Documentation
• Follow Up on Review
Recommendations
• Prepare and Conduct Status and Configuration
Steering Committee Meetings
• Correct Project Variances
• Refine Project Plan
• Follow up on Action Items
• Conduct Team Building Activity
• Continue Change Management Process
© SAP AG 1999
The purpose of the Project Management Work Package is to perform the established cycle of project
management activities to keep the implementation project on target. This determines all project
planning, controlling and updating activities, and identifies changes between business processes and
the organizational structure. Project management and consulting management must work closely
together to guarantee the project stays on schedule.
Note the Project Review Program which is provided as an SAP service. Reviews can be scheduled
throughout the duration of the project. A review provides an independent and objective management
review of the customer implementation project, identifies any risks to the project goals and
recommends appropriate corrective actions.
Project Management
Training
© SAP AG 1999
Activities:
Prepare for End User Training
Conduct End User Training.
Phase 3
Training Realization Phase
Phase 4
Implement Training Logistics Plan
End user documentation and training was developed in Phase 3. This included:
setting the standards and review process for training content and documentation development, in
addition to defining an evaluation and improvement process
denoting power and other users in order to define, with the help of the training and development
plan, the necessary training for production.
The purpose of the Work Package here in Phase 4, is to finalize these preparations from Phase 3,
verifying and adjusting the user training materials, and to ensure appropriate consideration of all
logistic issues.
Considerations in the logistics area include planning of training facilities, and producing copies of
the end user documentation and other training material.
Important:
End user training and the preparation of training material are often the most time consuming and
costly aspect of the system implementation. Changes in the procedure can influence considerably the
time and costs of an R/3 implementation.
Project Management
Training
© SAP AG 1999
Activities:
Establish Production System Administration
Conduct Systems Tests
SystemManagement
• Configure CCMS for Production
Establish Environment
Production • Printing and Spool Administration
System • Train System Administration Staff
Administration
© SAP AG 1999
The purpose of this work package is to perform the relevant technical activities to prepare for
production operation. These activities cover monitoring the production infrastructure needs and
determining required system administration activities. The objective is to test and verify the
configuration and the procedures defined for the technical production environment. Each task must
be tested and re-tested to assure the data security of the production system.
SAP provides the GoingLive® Check in this work package. The purpose of the GoingLive® Check
is to determine any potential problem areas in the R/3 System that could influence performance.
This preventative measure is important for a successful R/3 implementation. R/3 customers who are
preparing to go live should take advantage of the GoingLive® Check from SAP.
SAP experts log on remotely to your R/3 System, check the configuration of individual system
components and give useful advice on how to optimize your system. The main aim of this check is
to prepare your R/3 System for production operation. By analyzing each system component before
you go live, SAP can help to improve considerably the availability and performance of your live
system.
CCMS - Computer Center Management System. This is used for setting up monitoring tools for the
system and its thresholds.
Project Management
Training
© SAP AG 1999
Activities:
Refine Cutover
Refine Production Support Plan
Cutover
© SAP AG 1999
The setup of an internal Help Desk is very important for production support. In the Final Preparation
phase, procedures and responsibilities are fixed according to the current plan. Help Desk procedures
need to be documented. Personnel need to be nominated and, if necessary, the project team needs to
be reorganized for the production phase.
Next to the support of single end users, the Help Desk team must be proactively involved in the
support of the whole end user community. This means, for example, planning workshops for reviews
of live functions, and checking new functions for system use optimization.
Although the Help Desk is of high importance in the first weeks after the Go Live phase, its support
will remain necessary throughout the productive operation of your R/3 System.
Project Management
Training
© SAP AG 1999
Activities:
Perform Cutover to Production System
Final Approval for Going Live
© SAP AG 1999
The purpose of this work package is to create the final production system for going live. Once all
preparations and configurations on both the technical and application levels are completed, the final
production system can be set up.
All manual data entries must be completed before cutover.
Confirmation for going live depends on the readiness of the R/3 System. Decisive factors are:
End user training is completed
R/3 System administration is ready
Stress test is completed
Conversions and business processes in the production system have been checked.
Customizing settings and R/3 Repository objects have to be transported into the production
environment from the QA environment. Successful import of Customizing settings and R/3
Repository objects is the prerequisite for data transfer. The R/3 System provides tools for
transporting Customizing settings and R/3 Repository objects.
Project Management
Training
© SAP AG 1999
Activity:
Perform Quality Check and Obtain Approval.
• Check SystemTests
• Check Basis Administration
• Check Training Plan
Configuration • Check Organizational Chng Mgt Plan
• Verify Cutover
Signoff Final Preparation
• Schedule Meeting
• Obtain Signoff
© SAP AG 1999
The purpose of the Project Management Work Package is to perform the established cycle of project
management activities to keep the implementation project on target. This determines all project
planning, controlling and updating activities, and identifies changes between business processes and
the organizational structure. Project management and consulting management must work closely
together to guarantee the project stays on schedule.
The purpose of the Quality Check Work Package is to provide final verification of the status of all
deliverables from this phase. Continual quality checks must be performed as tasks are completed.
Implementation Phase 1
Roadmap Project Preparation
Phase 2
Business Blueprint
Phase 3
Realization
Phase 4
Final Preparation
Legend:
Phase 5
Unit
Unit
Go Live & Support
Topic
Topic
© SAP AG 1999
© SAP AG 1999
ASAP Roadmap
Continuous
Project Improvement
Preparation Final
Preparation Go Live &
Business Realization Support
Blueprint
© SAP AG 1999
The purpose of this phase is to move from a pre-production environment to a live production
operation. A support organization for end users must be set up, not just for the first critical days of
your production operations, but also to provide long-term support.
This phase is also used to monitor system transactions and to optimize overall system performance.
Finally, the completed project is closed.
Steering
*********************
*********************
Review Business
Review / FU on
Sponsors Recommends
Benefits & Chng
Mgt Process
Mgt & Resolve
Close &
Issues
Project Mgt Signoff Issues
*********************
*********************
Consultant
Customer
End User
Training Training
Lessons Learned/
Eval On Going
Change Finalize Org Chg
Performance
Mgt Process
Security
© SAP AG 1999
These are the primary roles in an SAP Implementation (all the roles are defined in the IA).
Steering Committee - members include Project Sponsors, the SAP Consulting Manager (and/or the
TeamSAP Coach), and project managers. The committee is also the primary source for the
company’s long-term goals and vision, sets priorities, approves scope, and resolves company-wide
issues.
Project Sponsors - directly communicates the company’s long-term goals and visions and are
members of the steering committee.
Proj Mgt - TeamSAP Project Manager and Customer Project Manager
Consultant - TeamSAP Members, application, cross application, business process
Customer - Project Team Members (business process, power users)
Technical - Customer or consultants for System Administration and Technical, help desk provider
Training - Training & Documentation - project mgr/lead/ developer, Training Development
Instructor, Training Co-ordinator, Training Technology Administrator
Change -These are dedicated individuals assigned to manage one of the organizational change
management processes: Risk Assessment, Communications, Sponsorship, Skills Development,
Knowledge Transfer or Organizational Optimization.
Security - Authorisation, Administration or Internal Auditor responsible for managing the system
security and authorization environment and may be combined with other (technical) administrative
roles.
Share Focus items are noted by the ************ brackets.
© SAP AG 1999
© SAP AG 1999
End of Project
© SAP AG 1999
The purpose of this work package is to provide support to R/3 users and to optimize system
performance.
There are two critical periods during the going live process. The production support plan must be
executed within the first few days, the results checked and any issues or problems quickly resolved.
Following these first few days, the long term monitoring of issues must be addressed, particularly
system performance, capacity and functions.
Hardware Database
Vendor Vendor
Knowledge Problem
System
Performance
Problem
© SAP AG 1999
It is important that whenever a problem arises, end users know who to contact, and how. The Help
Desk is particularly important in the first weeks after Go Live, but you require Help Desk support
throughout the production life of your SAP system.
The Help Desk is a single point of contact with access to internal first level support for hardware,
network, operating system, database, training, and application system problems.
First level support personnel must not only possess special knowledge of these areas, but must also
have company-specific knowledge concerning organization and processes.
SAP services including ‘SAPNet’, Remote Consulting, and Early Watch are available resources to
assist the internal production support team with problem resolution and avoidance.
Coordination and co-operation with SAP and SAP Partners further expands the network of support
for problems that cannot be solved internally by the Help Desk and First Level Support.
Additional support is available to value contract customers who participate in the Customer
Competence Center (CCC) program.
Note that SAP has renamed its Online Service Systems (OSS) to: SAPNet – R/3 Frontend (formerly:
Online Service System (OSS); and SAPNet – Web Frontend (formerly: SAPNet). This renaming
reflects the ongoing integration of all SAPNet – R/3 Frontend functions into SAPNet – Web
Frontend.
Functions SAP /
Branch
Customer
/ CCC
Problem requests
SAPNet - R/3
Notes Frontend
Hot News or
Online corrections SAPNet - Web
Frontend
Service requirements
SAP software change registration
Training details
Partner
Project milestones for service
Maintenance of Customer Master Data
CCC - a Customer's own, R/3 focused, internal support linked to SASupport Services. Refer to the
Implementation Assistant under Implementation Accelerators for the accelerator - Customer
Competence Center (CCC) Program.
SAPNet - R/3 Frontend (formerly Online Service System (OSS)) provides the infrastructure for
SAP's R/3 Service & Support and is the primary medium for problem management. It is the
technological link between customers, SAP partners and SAP. Beyond this, SAPNet - R/3 Frontend
provides access to valuable information about known problems and helps you resolve them on your
own or with the help of the SAP Support Team. You have free access to SAPNet - R/3 Frontend
wherever you are 24 hours a day.
SAPNet – Web Frontend is SAP’s Internet/extranet solution. The features of the SAPNet – R/3
Frontend are being migrated consecutively into SAPNet – Web Frontend. The following are
examples of tasks that can now be performed via SAPNet:
Searching for SAP information
Searching for R/3 notes
Downloading SAP patches
Requesting new SAPNet users
Requesting SSCR keys.
© SAP AG 1999
The purpose of this work package is to officially close the project. At this time, any open issues are
reviewed and completed:
Resolution and closure for all outstanding issues in the issue management system must take place for
the formal signoff from project team members
The business drivers (the reasons the project was undertaken and why it is important to the
corporation) and the business measurements (quantifiable business-related measurements by which
the success of the R/3 implementation project is judged), both of which were defined at the start of
the project in Phase 1, are reviewed to check project results against the goals set at its outset. This
review is presented to executive management.
An ongoing evaluation procedure is established to monitor the benefits of the R/3 implementation
over time.
© SAP AG 1999
MSI International
Company Background
MSI International is headquartered in Hamburg, Germany with offices located in Berlin, New
York, California and Seattle. Hamburg, Berlin and California locations have manufacturing
facilities. Hamburg has retail sales, teledirect, customer service, purchasing and finance
departments. New York, California and Seattle have distribution warehouses as well as small
sales and marketing offices. The Berlin location also has two warehouses – Materials HH and
External HH. They are used for storing raw materials and finished goods respectively.
MSI sells motorbikes and has recently acquired a company that manufactures motorbike
accessories located in Quebec, Canada. This acquisition was executed as part of an overall
strategy to expand MSI’s operation. The acquisition presented MSI International with a
number of opportunities to achieve economies of scale across key operational and strategic
areas. The venture now presents MSI with an imperative to address operational constraints
arising from the incompatibility of legacy systems across the two organizations.
Recently, MSI has experienced record growth and expanded it’s business by selling to major
retail distributors throughout Europe & North America as well as a introduced a mail order
catalogue business. Last year their total revenue exceeded $1.5 billion. MSI sells 20% of its
products through independently owned stores, 65% through retail distributors and the
remaining 15% are catalogue teledirect via a toll free number. MSI imports 35% of its finished
product directly to its warehouses in Hamburg & Berlin. The remaining 65% is made or
refined directly on site at their manufacturing locations.
MSI International management reasoned that the implementation of an ERP system would
address many of it’s system issues and, at the same time, providing the opportunity to address
the process issues arising from the merger of the two operations. MSI International
management reviewed the ERP market offerings and selected the SAP R/3 System as the
integrated solution that could best support MSI’s continued growth into the 21st century. MSI
International management has also demanded that the ASAP methodology be used for their
R/3 implementation.
(For the purpose of this exercise, only a few Scenario Processes were selected. A typical project would
include more.)
MSI has many legacy systems, which they would like to replace with the R/3 System. None
of the systems are integrated therefore controls and reporting are less than ideal. They have
recently started an electronic commerce initiative via the Internet Project to increase Point of
Sale profits and bolster their share of the mail order market.
At the inaugural Steering Committee meeting, the Vice President of Strategic Planning
indicated that MSI International is planning to expand their manufacturing operations into
Indonesia to capitalize on lower costs of production, and a motorbike market there. This move
is scheduled to take place within the timeframe of the SAP implementation, and the Vice
President of Strategic Planning is seeking assurance from the SAP Implementation Partner that
the implementation will eventually incorporate the new site.
An organization chart showing geographic distribution of key divisions within the post merger
MSI International is presented overleaf.
(C) SAP AG ASAP91 3-146 Page 198 of 296
Organizational Issues
Initial discussions with the Information Technology division within MSI International
indicated that there is a low level of computer literacy among operational staff. In particular,
many purchasing-related activities are manual. The staff in general will have had minimal
exposure to a Windows environment.
In addition to the computer literacy issue, MSI International also faces some significant
integration issues relating to cultural differences between the Canadian, European and
American operations. In particular, many Canadian staff prefers French as the first language
and are expected to resist any requirements to operate exclusively in English.
The pay rates for the US-based operations staff are significantly higher than that of their
Canadian and European counterparts. This disparity is partially attributed to the lower level of
technology skill requirements of the Motorbike operations, but not entirely. Motorbike
operation is a significantly smaller operation compared to Accessories and salaries reflected
this scale difference. While the rumors of pay differentials are filtering through the
organization, the staff is also concerned about possible job losses resulting from rationalizing
duplicate activities across the new organization. The announcement of the decision to
implement SAP is seen as the first step toward reducing staff numbers. Union officials have
had initial discussions on the implications for the MSI International workers and the packaging
industry as a whole, but have yet to meet with management.
MSI was planning to establish a presence on the Internet, allowing customers to view their
product range, order accessories directly and even custom design motorcycles on line to submit
for quotation. A business case for the project was prepared and approved by MSI management
prior to the SAP implementation. The Internet project, named New Wave, has a 12-month
development and implementation timetable, and has been under way for six months. To date,
New Wave has been progressing well, running to budget and on time.
President
MSI Int.
MSI International has a long-term strategic vision of dominating the motorcycle and
accessories market in Europe, North America and Canada. Three key strategies support this
vision:
Project Background
The project was code named Project Harley. The project is to be managed as a series of
implementations, structured around specific processes. Initially, the project focus will be on
the procurement and sales and distribution processes as this is seen as the greatest opportunity
for improvement. Other process areas will be addressed in future projects.
The preliminary budget for Project Harley was developed to include the following:
• Project management resources, both from MSI International and the SAP Consulting
Partner
• Technical resources from the SAP Consulting Partner to assist MSI International, in its
development and implementation of a new system landscape
• SAP Consulting Partner resources to configure SAP to ensure maximum fit to MSI
International’s new procurement and sales & distribution operation
• Hardware procurement and software licenses
• 3 MSI International full time resources on the project, one each from Procurement for
Motorbikes division, Accessories division and the Finance department.
• Part time involvement of two of your key Steering Committee members
• Some initial Project Team Training, to be conducted by SAP.
Accessories Operation - High level list of Purchasing & Inventory Mgt Systems:
Accounts Payable for This system is used to track incoming invoices and payments to
Accessories vendors associated with the newly acquired Accessories
manufacturing location.
Purchasing for Accessories This system is used for Vendor masters (source), tracking purchase
requisitions, and purchase orders. The types of PO’s that handles:
Purchase Orders for Services, Blanket Purchase Orders, Vendor
unknown Purchase Orders.
Financials for Accessories This is Accessories Division’s G/L and sub-ledger system for
internal reporting. Currently there is an interface with the Financial
System for Motorbikes which is utilized for external financial
reporting.
Inventory Management This system is used for inventory management of
System for Accessories Materials Required for Operations (MRO), Raw
material, Work in Process (WIP), and Finished Products.
Accounts Payable for This system is used to track incoming invoices and payments to
Motorbikes vendors.
Order Status Monitoring This system tracks requisitions, from release through Purchase
System for Motorbikes Order to the actual receipt of the required materials or services.
Financial System for Used for internal and external reporting.
Motorbikes
Material Inventory This system is used for inventory management of Materials
Management System for Required for Operations (MRO), Raw material, Work in Process
Motorbikes – Keep current (WIP), and Finished Products.
3rd Party Warehouse System
Blanket Purchase Order for Managing of Vendor Masters and Blanket Purchase Orders.
Motorbikes
Motorbikes:
Blanket
Purchase
Order Material
for Motorbikes Inventory
Management
System for
Motorbikes
Includes a
Warehouse
System for
Motorbikes
Accessories:
Inventory
Management
System for
Accessories
Berlin
Hamburg
Quebec
California
Indonesia
Assume you are the Project Manager and contact person for the MSI R/3
Implementation project. Refer to the sample project document in the
appendix for the details necessary to complete this exercise.
The main areas of focus for the exercise will be: Project Charter, Project
Standards, Organization, and Scope.
1-1 Before an SAP Project can officially ‘kick off’, a company needs to define its
overall corporate goals and visions for its SAP implementation. In addition, it is
imperative that a company is able to justify the project and gain internal support.
How does ASAP support this?
1-2 What are the key elements that a Project Charter should contain?
1-3 As a Project Manager for MSI, you need to identify scope of MSI’s SAP
implementation project. You must evaluate what internal and external factors are
driving its initiation. Based on the MSI Company information, define MSI’s
business drivers or objectives for implementing SAP.
1-4 As a Project Manager for the MSI Project, you need to develop a Project
Organization and define Project Team Roles. You need to define project roles for
both MSI and external team members. How does ASAP support this? What is the
relationship of the roles with the project plan?
1-5 As a Project Manager for MSI, you need to capture the Scope of Business Processes
you have selected for MSI for use in the future. What accelerator do we use to do
this? Where is it located?
1-7 An important part of any SAP R/3 Implementation is the testing of the
configuration settings customized to meet a customer’s business requirements.
What accelerator does ASAP provide to help determine how and when testing
occurs? What types of testing strategies does ASAP recommend?
2-1 What is the stated purpose of the Project Team Training Activity?
2-3 Open the Q&Adb. Type in the UserID and Password that you defined previously.
You are now logged into the Q&Adb and can familiarize yourself with its structure.
You will note that the Q&Adb User information you completed in the
ASAP Administration Tool is directly linked to the Q&Adb. Notice too
that you can view user information through the Q&Adb without having to
open the Admin Tool.
Click on Users in the Q&Adb tree structure → Click on “All Users” in
the “Associated Items” window (upper right panel) → Double Click on
any user id in the User ID list (lower right panel)
2-4 As the MSI project gets under way, there is an issue concerning three printers.
These are required for the project room, but are missing.
2-4-1 In what phase and task should the MSI project have defined its process and
procedure for handling issues?
2-4-2 What tools and accelerators are available to the MSI project for managing
its issues?
2-5-2 As a team member of the MSI Project, you now need to determine which
items are needed for MSI’s system organization structure. This will
determine the framework you need for configuring MSI’s SAP system.
What kind of workshop do you need to conduct to determine these
requirements for MSI?
2-5-3 Where in the Implementation Assistant can you find information to help you
organize and conduct the workshop?
2-5-4 Where can you record the scope you determined as a result of the
workshop?
2-5-5 Set the following Organizational Structure Scope for MSI: Procurement and
Sales & Distribution Enterprise Process Areas.
2-5-6 Now that you have put MSI’s Organizational Structure into scope, it is
important that you determine which Enterprise Areas have relationships to
the organizational elements you put in scope. How can you determine this?
Tip: This information can be found through the Information Tab.
2-6 As a member of the MSI Team you now need to analyze and determine whether
standardization for general customizing settings is important to MSI.
2-6-1 What type of workshop will you need to conduct for MSI to determine this?
2-6-2 Where in the Implementation Assistant can you find information to help you
organize and conduct this workshop?
2-6-3 Where can you record the scope you determined for MSI as a result of the
workshop?
2-7 As a member of the MSI Team you now need to determine the scope of Master
Data for MSI. Based on the Scenario Processes in scope for MSI, you determined
that Material, Material BOM, Customer, and Vendor master data would be required
for the scope of the MSI project. Record your findings in the Q&Adb i.e. access the
Q&Adb and put this master data in scope.
2-8 As determined in the General Requirements Workshop, MSI has agreed to SAP’s
recommendation for the use of ISO Standards for all its naming and numbering
conventions. MSI has also agreed it will not use its current numbering convention
for materials any longer. MSI will let SAP automatically assign material
identification numbers. Use the CI Template to record this requirement.
2-9 As a member of the MSI Team, you now need to define the Business Processes that
will be in scope for the MSI Project.
2-9-1 What type of workshop will you need to conduct for MSI to determine this?
2-9-2 Where in the Implementation Assistant can you find information to help you
organize and conduct this workshop?
2-9-3 Where can you record the scope you determined as a result of the
workshop?
2-11-1 You now need to record the findings you gathered at the detailed
requirements workshop. Assume you obtained the following answers to
business process questions. Record these now.
• Documents are required to complete deliveries: Pick List, Pack List, Bill of
Lading, Material Safety Data Sheet (question 1)
• Deliveries are allowed from multiple plants, plant is determined by the
customer’s shipping address (question 2)
• Deliveries are created via background processing (question 10).
• There are some customers that do accept partial deliveries, but the original
P.O. numbers must be referenced. (question 16)
2-11-2 You now need to record the findings you gathered at the detailed
requirements workshop for the CI Template. These are listed below. They
are for the same business process that you used previously (Sales Order
Processing: Make/Assembly to Order)
1. Requirements/Expectations
• Need to be able to process deliveries in batches. Also, have to have the
capability to produce individual deliveries on an as-needed basis.
2. General Explanations
• Must be able to produce deliveries on-demand to support emergency
orders.
2-12 You notice while working in the CI Template, that the questions are the same for
each process and process group.
2-12-1 Why do you think the ASAP methodology repeats the same questions?
2-13-1 How does the Q&Adb assist you in assigning ownership to the business
process you put in scope for MSI?
2-14 Most R/3 Projects require some level of programming (i.e. conversions, interfaces,
reports, enhancements, extensions, matchcodes, forms, etc.) ASAP recommends
that each project identifies and describes the functions for all of the programming
that is required for the project. How does ASAP support this recommendation?
2-15 Based on information gathered during a business process workshop for MSI, it was
determined that MSI had a special conversion requirement for their Materials. MSI
will be using SAP’s numbering system for its material identification number.
However, for traceability purposes, MSI would like to store its old material
identification numbers from its legacy system on the new material master record in
SAP. Record this conversion requirement in a Functional Specification Form.
2-16 As a member of the MSI project team, you have been asked by Project
Management to present detailed documentation of the results gathered during
requirement workshops. This must include the scope of the project in terms of: R/3
general settings, master data, business processes and transactions; requirement
information gathered during the Organizational Structure Definition and Business
Process Definition Workshops; and any functional specification documentation data
that you gathered.
2-16-1 What reports are available in the Q&Adb to help prepare this information
for Project Management?
2-17 Review the results in the Business Process Master List report. Although you have
not discussed the topic of Baseline Scope yet (this topic will be covered during the
Realization Phase), you need to determine which business processes are to be
included as a part of baseline scope during the Business Blueprint phase. Follow
the instructions below:
• Mark all the Procurement Materials & External Services and Sales Order
Processing: Make/Assembly to Order business processes to be included in the
Baseline Scope. Use the “Copy to subitems” icon to accomplish this. Make sure
(C) SAP AG ASAP91 3-159 Page 211 of 296
you also put the Enterprise Process Area in scope as well. Save the changes to
the BPML.
2-18 Review the results in the Organizational Structure List report. How can the MSI
Project make use of this list?
2-19 Review the results in the Development List report – Notice the content of the
Functional Specification Form has been automatically transferred to the
Development List. How can the MSI Project make use of this list?
3-1 As a project team member for the MSI Project, what are your main areas of
responsibility during the Realization Phase?
3-2 Configuration, confirmation and integration process for the MSI Project.
3-2-1 What are the key tools and inputs you will use to manage, monitor, and
drive your configuration, confirmation and integration process for the MSI
Project?
3-3 As an “Application Consultant” on the MSI project, you are just about ready to start
customizing the R/3 system to meet MSI’s requirements. You will no doubt have
questions regarding these requirements.
3-3-1 What will be your reference source for answering all questions about
requirement definitions?
3-4 As a Project Team Leader for MSI, you now need to develop your configuration
plans for the MSI Project. Describe ASAP’s recommended two-part approach for
managing configuration.
3-5-1 What is the tool you generated to manage configuration and testing plans?
3-6 As a Project Team Leader, you now need to assign responsibilities for the MSI
Baseline Scope work activities.
3-9-1 Define the types of testing ASAP recommends that you need to perform to
confirm baseline configuration and explain why.
3-9-3 Where do you find information on the ASAP testing recommendations for
confirming baseline configuration?
3-10 Baseline configuration has been confirmed and the team is ready to begin Final
Configuration. As a “Project Team Leader” for the MSI Project Team, you now
need to create a configuration plan for the Final Configuration and Confirmation.
You must now expand your baseline solution by organizing your Final
Configuration Activities into multiple cycles (C1, C2, C3, and C4).
3-10-4 Now that you have assigned the relevant configuration for inclusion in
Cycle 2.
a) Create your own C2 worksheet for these processes.
b) What are the only elements included in this worksheet?
c) Why are there no other structural elements included in the C2
worksheet?
3-11 As a “Business Process Team Member”, now that the final configuration plan is
complete and final configuration is under way, you need to: document your
business requirements to be tested within the current cycle; and also document how
these tests should be performed.
3-11-1 What template does ASAP offer to assist with this task?
3-12 Now that Final Configuration is close to being confirmed, as the “Project Team
Leader for the MSI Project”, you need to look ahead and prepare for Final
Integration Testing.
3-12-1 What are the key differences between integration testing, scenario testing
and unit testing?
3-12-2 What are the three (3) key tasks you will need to focus on for Final
Integration Testing?
3-12-3 You now need to define the scope of integration testing for MSI. What do
you need to ‘define’ as part of your Integration Test Scope and what factors
do you need to consider?
3-13 You now need to develop your final integration test plan for MSI.
3-13-1 How does ASAP recommend you structure your Final Integration Test
Plan?
3-13-3 How are final integration tests linked to the testing done during Baseline
and Final Configuration?
3-14 As the Project Team Leader for the MSI project, you need to assign roles and
responsibilities for Integration Testing.
3-14-2 How does this differ from Baseline and Final Configuration Testing
1-1 Follow the step by step tasks associated with the Create & Issue Project Charter
Activity within the Project Preparation Phase.
Procedure: “Project Preparation” Phase → “Initial Project Planning” Work
Package → “Create & Issue Project Charter” Activity. You can now view the
Project Charter White Paper through the “links” tab by clicking on the
document.
1-4 Follow the procedure outlined in the task “Refine Organization & Roles” within the
“Determine Project Organization” Activity of the Project Preparation Phase. ASAP
outlines key roles required to run an SAP implementation. ASAP also provides
detailed procedures and steps to follow to set up a project organization, project
areas and clearly defined project roles.
Each role is assigned tasks to perform within the Project Plan.
1-6 The ASAP methodology provides 2 detailed Activities to support this. They are
within the Project Procedures Work Package of the Project Prepartion Phase. 1)
Project Management Standards & Procedures and 2) Implementation Standards &
Procedures. These procedures will provide a baseline of information to be
referenced throughout the implementation.
1) Project Management Standards & Procedures: ASAP recommends these be
addressed during Phase 1 to establish clear guidelines. Some of the key
elements ASAP recommends be defined include:
• Steering committee meeting schedule
• How change management is handled
• Project monitoring and status reporting
• Meeting schedules for core team and extended project team
• Overall project communication methods and processes
2-1 The purpose of this activity is to conduct project team training for team members to
obtain R/3 functional and technical knowledge. This training enables the project
team to start to match their business requirements with R/3 functions during the
Business Blueprint phase.
2-2 The training can take place either at the customer site or at an SAP training facility.
Additional means of training to supplement core training are also becoming
available.
2-3
Procedure: Implementation Assistant → Tools → Question and Answer Database
2-4
2-4-1 Project Preparation Phase → Project Procedures Work Package→ Define
Project Management Standards & Procedures Activity → Create Issue
Management Plan Task.
2-4-2 Accelerators: Issue Form and Project Issues Management “How To” Guide
Tool: Q&Adb – Issue Database
2-4-3
Procedure: Note: To add, change, or delete an issue, use the “Issues”
menu on the Q&Adb menu bar.
To add an issue: “Issues” → ”Add” → Enter information in the ‘Issues
editor’ including: an issue header name and a full description of the issue
in the appropriate fields → Click the “Details” tab to complete your entry
→ Save (A sample entry of the issue is provided below)
To view issues: Click on “Issues” in the Q&Adb tree structure → Click
on “All Issues” in the right panel → Issues will be displayed in a table in
the lower half of the right panel.
2-5
2-5-1 Q&Adb
2-5-3
Business Blueprint Phase → Organizational Structure Definition Work
Package→ Define Business Organizational Structure Activity.
2-5-4
Record findings in the Q&Adb → SAP Reference Structure
→ ”Organization”
2-5-5
Procedure: Clicking on ! to the left of the icons in the Q&Adb tree
structure, expand the structure as follows: “SAP Reference Structure”
→ ”Organization” → Procurement (Enterprise Process Area) →
highlight and right click on the word “Procurement→ select “Set in
scope” → select the “Yes”button to put all the sub items in scope.
In a similar manner, complete the scope for the Sales & Distribution
Enterprise Process Area by repeating the above sequence.
2-6-2
Business Blue Print Phase → Business Process Definition Work Package
→ Conduct General Requirements Workshop Activity.
2-6-3
Record findings in the Q&Adb → SAP Reference Structure → ”General
Settings”
2-6-4
Procedure: Clicking on ! to the left of the icons in the Q&Adb tree
structure, expand the structure as follows: “SAP Reference Structure”
→ ”General Settings” → Set Countries → highlight and right click on the
words “Set Countries” → select “Set in scope”.
Complete the scope for the Currencies by repeating the above sequence in a
similar manner.
2-7
Procedure: Clicking on ! to the left of the icons in the Q&Adb tree structure,
expand the structure as follows: “SAP Reference Structure” → ”Master Data”
→ ”General Master Records”→ “Material Master” → highlight and right click
on the words “Material Master” → select “Set in scope”.
In a similar manner, complete the scope for the Material BOM, Customer Master,
and Vendor Master by repeating the above sequence.
2-8
Procedure: Clicking on ! to the left of the icons in the Q&Adb tree structure,
expand the structure as follows: “SAP Reference Structure” → ”Master Data”
→ ”General Master Records”→ “Material Master” → Click on the “Business
Analysis” tab → Click on “CI Template” in the Associated Items window →
Record this business requirement in the description area for section #3 -
Naming/Numbering Conventions.
2-9
2-9-1 Business Process Workshop.
2-9-2
Business Blueprint Phase → Business Process Definition Work Package
→ Conduct Business Process Workshop Activity.
In a similar manner, complete the scope for the Sales and Distribution
Enterprise Process Area by repeating the above sequence for Sales Order
Processing: Make/Assembly to Order: Shipping; and then Billing.
2-10
Procedure: In the Q&Adb, View (top menu bar) → In scope → the Q&Adb tree
structure closes to its top level icons → on the Q&Adb tree structure, click the ! to
the left of “SAP Reference Structure” → only the Enterprise Process Areas in
scope are listed → Clicking on the ! symbols to the left, expand all of the
structure levels: Enterprise Process Areas; Scenario Processes; Process Groups;
and Processes.
2-11
2-11-1
Procedure: On the Q&Adb tree structure, clicking on the + symbols to the
left: SAP Reference Structure → Business Process → Sales &
Distribution → Sales Order Processing: Make/Assembly to Order →
Shipping → Delivery Processing.
Click on the words “Delivery Processing” → Double click on “Questions”
in the “Business Analysis” Tab in the top right panel. The question and
the answer input fields for each question are displayed in the lower part of
the right panel. Complete the answers by double clicking on a question.
Continue in similar vein until the answers to all 4 questions have been input:
(C) SAP AG ASAP91 3-171 Page 223 of 296
• Question 1 - Pick List, Pack List, Bill of Lading, and Material Safety
Data Sheet
• Question 2 - Customer’s shipping address determines which plant the
material is delivered from
• Question 10 - Background processing
• Question 16 - Some customers do accept partial deliveries, the original
P.O. numbers must be referenced
To leave the Business Process Questions, click once again on the words
“Delivery Processing” in the Q&Adb structure. You can now see the
number of questions that have been answered in “Questions” in the top right
panel.
2-11-2
Procedure: On the Q&Adb tree structure, clicking on the + symbols to the
left: R/3 Reference Structure → Business Process → Sales & Distribution
→ Sales Order Processing: Make/Assembly to Order → Shipping →
Delivery Processing.
Click on the words “Delivery Processing” → Click CI Template
(Customer Input Template) in the upper right panel.
Using the information listed in the exercise, complete the 1st two
questions, which display in the lower right panel. Double click on a
question → type in the answer → close the answer input window → click
Yes to save.
2-12
2-13-1 The Q&Adb enables one to assign responsibility for business processes.
2-13-2 Assign the user profiles of the two MSI Process Owners, Janet White and
Adam Rogers, to their Scenario Processes (Janet – the two Sales Order
Processing Scenarios; Adam - the two Procurement Scenarios). Assign,
Tom Jones (SD) and Juergen Szester (Purchasing), to appropriate Process
Groups within these sales and procurement scenarios.
Repeat the above procedure to assign Janet White as the owner for Sales
Order Processing (Standard) also. Proceed, using the same procedure, to
assign Adam Rogers (user name agr – his initiails) as the owner for the
two Scenario Processes in scope in the Procurement Enterprise Process
Area (Procurement Materials & External Services, and Internal
Procurement).
Proceed as above to assign the other team members to the remaining process
groups in scope.
For example:
Tom Jones (SD Team all Process Groups in the Sales Order
Member) Processing (Standard) Scenario Process
2-15
Procedure: Clicking on + to the left of the icons in the Q&Adb tree structure:
“SAP Reference Structure” → ”Master Data” → ”General Master Records”→
“Material Master” → Click on Technical Analysis Tab in the Associate Items
window → Click on the word “Conversions” → Right click anywhere in the lower
right panel → Select “Add” from the menu selection → Type “Mat_
Mast_Conv_Req.doc” as the title and select OK. Enter the following information
in the Functional Specification Document – Save the document and close
MSWord.
The document is now linked to the Master Data → General master records →
Material Master. You can view and edit this document from the Q&Adb by
clicking on + to the left of the icons in the Q&Adb tree structure: “SAP Reference
Structure” → ”Master Data” → ”General Master Records”→ “Material Master”
→ Click on Technical Tab in the Associate Items window → Click on the word
“Conversions” → Select document from the list in the lower right panel.
2-16
2-16-2
Procedure to run the reports:
• Business Blueprint (check the box “Include Business Process
Questions”) - Naming Convention to use: BB [iteration] [date] (eg BB
01 010199.doc)
To generate:
In the Q&Adb: Reports (top menu bar) → Business Blueprint → All
→ check Answered Questions and CI Template and click Generate →
File name BB [iteration = 1][Date = today].doc → Save (save file in
Reports folder).
Refer to the appendices for a completed example of the Business
Blueprint.
• Business Process Master List – Naming Convention to use: BPML
[initials] [iteration] (eg BPML FLD 01.xls) – Do Not print the BPML.
To generate:
In the Q&Adb: Reports (top menu bar) → Master Lists → Business
Process Master List → Generate → File name BPML [your
initials][iteration = 1].xls → Save (save file in Reports folder) → OK
Refer to the appendices for a completed example of the Business
Process Master List.
• Organizational Structure List
To generate:
In the Q&Adb: Reports (top menu bar) → Master Lists →
Organizational Structure List → Generate → File name OSL [your
initials][iteration = 1].xls → Save (save file in Reports folder) → OK
Refer to the appendices for a completed example of Organizational
Structure List
• Development List
To generate:
In the Q&Adb: Reports (top menu bar) → Master Lists →
Development List → Generate → File name BPML [your
initials][iteration = 1].xls → Save (save file in Reports folder) → OK
2-17
• Mark all the Procurement Materials & External Services and Sales Order
Processing: Make/Assembly to Order business processes to be included in the
Baseline Scope. Use the “Fill Cells of Child Records” icon to accomplish this.
Make sure you also put the Enterprise Process Area in scope as well. Save the
changes to the BPML.
2-18 The Organization Structure List (OSL) contains all the structure elements set in
scope in the Q&Adb that correspond to organizational units to be configured in the
Realization phase. MSI can use the OSL to help define the structure and
configuration of organizational units.
2-19 The Development list contains all the structure elements set in scope in the Q&Adb
that correspond to the areas covered by a Basis consultant during the Realization
phase, such as the development of reports, interfaces or data transfers. MSI can use
the Development list to structure and manage all information relevant to the above
activities, such as the Functional Specification and the Technical Specification.
3-1 Main areas of focus during the Realization Phase are configuration, testing (unit,
scenario, development), confirmation, and integration testing.
3-2
3-2-1 The master lists are the tools used to manage, monitor and drive the
configuration, confirmation and integration process. Specifically, the
BPML acts as the central repository and contains all the R/3 business
processes and transactions that represent the scope of the project.
Worksheets can be generated within the BPML to specify sequence,
schedule and assign responsibility for the work involved.
3-2-2 The key inputs used to manage, control and drive the configuration and
confirmation process are the worksheets derived from the master lists. The
master lists reflect the information defined in the Business Blueprint
document generated in Phase 2. The Business Blueprint contains all the
business requirements that were defined in the Q&Adb along with project
scope.
3-3
3-3-1 The Business Blueprint will be the reference source for answering all
questions about requirement definitions.
3-3-2 If there are changes to MSI’s business requirements, the scope management
process must be invoked to document and evaluate the necessity, costs and
benefits of the change, and, if approved, the Blueprint Document must be
updated or appended with the scope change document.
3-5-2 You can create your own Baseline worksheet for the MSI processes and
transactions you assigned to baseline scope during the Phase 2: Business
Blueprint exercises, by marking “X’s” directly in the BPML.
To create your own Baseline Scope worksheet: click the word “Create” on
row 3 of the Baseline Scope column → click “Yes” on the resulting
message window to delete any and all existing Baseline data → the
Baseline Scope worksheet is then displayed (also referred to as the
Baseline Scope Document or BSD)
To create an outline of the worksheet: click the icon labelled “Collapse all”
(second icon down on the vertical tool bar to the extreme right side of the
screen). Note that the worksheet condenses and an outline section is added
at the left side of the screen. Click the ! icon(s) in the outline section to
open the outline of the Baseline Scope you have just created.
3-5-3
Procedure: To access the Business Process Master List (BPML):, on the
SAP Reference Structure, click on the ! symbols to the left: Reports → BP
Master List Reports → then double click on the Excel spreadsheet (the
BPML created previously) to open it.
In the Master List worksheet, carefully check that all the correct Enterprise
Process Areas, Scenario Processes, Process Groups, Business Processes and
Business Process Procedures were selected for inclusion in the Baseline
Scope.
3-6-2 The person responsible for “configuration” work activities of the baseline
scope is the “Application Consultant” assigned to the structure item in the
Q&Adb. The “tester” in the Baseline Scope for baseline scenarios is the
“Owner” assigned to the structure item in the Q&Adb. . The Business
Process Owners should be responsible for testing the processes they own to
ensure that all requirements have been met.
Note: The business process owner is involved in creating baseline scenarios
along with the application consultant. For the subsequent scenario testing
and confirmation for each cycle during Final Configuration the business
process owner should take on more responsibilities (i.e. defining the test
scenarios and reviewing and approving the test results).
3-7 Business Process Procedures (BPP’s). BPP’s are assigned to the transactions
within the Business Processes in the Business Process Master List (BPML). BPP’s
can be accessed directly from the BPML by highlighting a specific Business
Process Procedure and using the “Links” functionality. BPP’s can also be accessed
directly through the Implementation Assistant, as well as through SAP’s SAPNet
(http://www.sapnet.sap.com/asapcontent).
3-8
Procedure: Reduce the view of the Business Processes so that only Level 4
processes show (use the outline capability to accomplish this). Find the row with
“Create Delivery” → click the “X” in the column of the same row → click on the
“Links” icon (first icon on the vertical tool bar to the extreme right) → click the
“OK”button in the “Related files” dialog box to open the selected BPP → the MS
Word BPP document is opened and can be viewed or edited.
Repeat the above process using the Links icon in a similar manner to display the CI
Template for the process group “Delivery Processing.” (unless the CI Template was
filled in, you will get an error message).
3-9
3-9-1 During Baseline configuration, testing of single transactions (Unit Test)
needs to be performed to confirm configuration. In addition, you need to
start to demonstrate consistent flow of the business process (Scenario Test).
This confirms that your baseline configuration is without error. However, to
confirm that all baseline business requirements are satisfied by your R/3
System as configured, you must refer back to the Blueprint.
3-9-3
Procedure: Open the Implementation Assistant → Clicking on the ! icons,
expand the following: Implementation Road Map → “3 Realization”
Phase → “3.4 Baseline Configuration and Confirmation” Work Package
→ “3.4.1 Develop Plans for Baseline Configuration” Activity → “3.4.1.3
Define Baseline Test Cases”. You can now view the “Testing Strategy
White Paper” through the “links” tab by clicking on the document.
3-10
3-10-1 ASAP provides an accelerator called “Cycle Concept and Group Definition
Checklist” that provides in depth information around the configuration cycle
concept. You can determine what cycle to assign your configuration to by
the criteria taken from the “configuration cycle concept check list document
listed below.
• Cycle 1 - tune the configuration to the business process for master data
and high priority basic transactions. (this cycle is intended primarily for
baseline knowledge transfer between the consultants and the customer
configurators)
Examples include: creation of sales areas, G/L account codes, factory
calendars and customer match-codes; of high priority master data are
material master records, customer master records, vendor master
records, initial inventory stock; and of high priority basic transactions
are Create Sales Order, Create Purchase Order, Create Production Order
and Apply Customer Payment.
• Cycle 2 - complete the tuning of the configuration and business process
for master data and basic transactions. As you progress into Cycle 2,
you will be looking at less frequent basic transactions and common
conditions. Examples include: creation of pick-pack requirements,
create transport routes, define interest calculation rules and define
vendor dunning rules; master data are customer credit limits, material
determination records; and basic transactions include medium priority
transactions such as Create Quotation, Create collective MRP and
Create Vendor down payment request.
• Cycle 3 - refine the configuration and master data by running high
priority business processes. Examples include: cost center analysis and
3-10-2 Once you have identified what configuration goes in what cycle, you can
store this information in the BPML.
3-10-3 In the Master List worksheet, carefully mark all the Internal Procurement
and Sales Order Processing Standard business processes to be included in
the C2 Scope. Use the “Copy to sub items” icon to accomplish this. Make
sure you also put the Enterprise Process Area in scope as well. Save the
changes to the BPML. Note: this exercise does not simulate or represent
either the actual content or process for determining Cycle Scope. It is
constructed in this way solely for simplicity.
Procedure: Access the Business Process Master List (BPML), on the SAP
Reference Structure, by clicking on the ! symbols to the left of: Reports →
Master Lists → BPML. Double click on your BPML document to open
the MS Excel spreadsheet.
First mark Internal Procurement for inclusion in the C2 Scope: find the
row that includes “Internal Procurement” in Level 3 (column C) → follow
that row to the right and type an “X” in the cell under C2 Create
(columnT) → press “Enter” → click again on the cell you just marked
with an “X” to highlight it → click the icon ‘Copy to Sub Items’ (third
icon down on the vertical tool bar to the extreme right side of the screen)
→ In the ‘Fill range’ message box click the “Yes” button to confirm. In
the same manner, scroll down to “Sales Order Processing (Standard)”
and mark for inclusion in C2 Scope.
Note that, unlike previous releases of ASAP that may have caused some
confusion in this area, items no longer come pre-marked with an ‘x’ in the
C1 to C4 (Cycles 1 to 4) columns on the Master List worksheet.
a)
Procedure: To create a Cycle 2 (C2) worksheet in the BPML: click on
the word “Create” under the title “C2” in columnT → click the “Yes”
button in the “Delete C2” message box. Any and all previous contents
of the C2 worksheet will be deleted and replaced with the C2 scope
specified from the Master List worksheet. The “Cycle 2 scope”
worksheet is now the active worksheet.
b) The only elements included on the C2 worksheet you have just created
are those that you have marked ‘x’ on the Master List. Note that the
Cycle worksheets must include Business Process Procedures (BPPs)
representing transactions, the most detailed level in the process
hierarchy (Enterprise Process Area → Scenario Process → Business
Process Group → BPP).
Note: Now that the “C2 scope” worksheet has been created, the Business
Process Team Lead is responisble for assigning persons and planned dates
to accomplish individual deliverables including: configuration, Test
Scenario documents, BPP documents, and test execution. Once, this
information is added to the “C2 scope” worksheet it can be referred to as the
“Cycle 2 Plan.”
3-11
3-11-1 Test Scenario templates. ASAP also provides a List of Predefined Test
Scenarios to use as examples or as a starting point for testing.
3-11-2 Test Scenarios are used to ensure that every individual functional
requirement specified in the Blueprint is tested.
3-12
3-12-1 Unit Testing is the lowest level of testing where the program or transaction
is tested and evaluated for errors. Scenario Testing test chains of
transactions that flow together and which reflect important business
processes.
Both Unit Testing and Scenario Testing are performed as part of the
baseline and final configuration.
3-12-2 Determine Final Integration Scope, Create Final Integration Plan and Define
Final Integration Test Cases.
3-12-3 The integration testing scope should define what will be in the integration
test. You need to define the boundaries of the integration test. The test scope
should includes application components, organization involvement
(countries, plants), business areas (product lines), and the technical
environment.
When you review integration test scope, you need to consider the risk of
going live with a minimally tested system. There are many cases where
companies go live without enough testing. These companies experience
problems after implementation.
3-13
3-13-1 ASAP recommends that a well defined Final Integration test plan starts with
the testing of the cross functional integration points (touch points) and ends
with the end-to-end testing of critical business processes identified within
the Business Blueprint.
3-13-2 ASAP recommends that the Final Integration Test Plan should be broken up
into two iterations. The first iteration (Integration Test 1) concentrates on
testing all important business processes inside the R/3 system, starting with
touch point scenarios and ending with end-to-end-scenarios. Integration Test
2, as a second iteration, focuses on the most important cross-enterprise
scenarios with touch points to external components, including testing of
conversions, interfaces, reports, forms (SAPScript), EDI, ALE, and the
necessary authorizations.
3-14-1 Responsibility for the integration test becomes that of the business process
users and power users rather than consultants. This will help to instill a
sense of ownership with the business process users and should make it
easier to get acceptance at the end of the phase.
3-14-2 There should also be a change in the make up of the testing teams between
the configuration cycles and integration testing. As the test becomes more
integrated, the test team should include team members from every enterprise
area being tested. This will ensure that all processes are properly tested.
Extended teams members should be involved to ensure you meet the
company’s business requirements.
© SAP AG 1999
ASAP
ASAP Continuous
Continuous Improvement
Improvement
New Business
Requirements
Market Technology
Changes New R/3
Functionality
© SAP AG 1999
Like all projects, an R/3 Implementation Project is unique to its own situation. Its singular purpose
is to implement effectively and efficiently the R/3 system in the customer’s business. However, the
customer's business is continuous, and improvement is an integral part of it.
ASAP covers activities that are standard in the Post-Go Live production environment, after the
official close of the project at the end of Phase 5. Continuous improvement refers to business
changes, technology changes and changes in the end user community, all of which both impact, and
are impacted by, this production environment.
© SAP AG 1999
Continuous Improvement is targeted in all its aspects by the Work Packages of the ASAP
Continuous Improvement Roadmap Appendix on the Implementation Assistant. The purpose of
ASAP Continuous Improvement is to provide ongoing support and assistance after going live.
Support Services
Follow-up Training Archiving
• Advanced Training Solution • SAP Remote Archiving Service
• Cross-application training
• Training for beginners
Production Operation
© SAP AG 1999
SAP provides R/3 Services for specific tasks of the ASAP Roadmap. R/3 Services can speed up
these tasks and help to reach a higher level of quality in the implementation project as well as in
productive operation post-Go Live. An overview of these Services and the phases in which they
should be used is provided in the ASAP "Knowledge Corner" under ”Service Corner". This
overview document lists all the SAP R/3 Services in relation to specific tasks of the ASAP Roadmap
e.g. end user training, long term service- and support strategy, SAP EarlyWatch services.
R/3 Services can be tailored to individual needs and are especially relevant for ”Continuous
Change”, help for changes in procedures or processes, and with technological changes.
Note that SAP has renamed its Online Service Systems (OSS) to: SAPNet – R/3 Frontend (formerly:
Online Service System (OSS); and SAPNet – Web Frontend (formerly: SAPNet). This renaming
reflects the ongoing integration of all SAPNet – R/3 Frontend functions into SAPNet – Web
Frontend.
© SAP AG 1999
© SAP AG
z Upgrade Roadmap
z Global ASAP
z R/3, Industry Business Units (IBUs), & New Dimension
z SAP Best Practises
z ASAP Roadmap
z Solution Maps
z ValueSAP Continuous Business Improvement (CBI)
© SAP AG 1999
© SAP AG 1999
Global ASAP
Accelerated Solutions
Solution Maps
ValueSAP CBI
© SAP AG 1999
Phase 1: Upgrade Project Preparation - The purpose of this phase is to provide initial planning and
preparation for your R/3 upgrade project. Although each upgrade project has unique objectives,
scope and priorities, the steps in Phase 1 help identify and plan the primary topics that must be
considered.
Phase 2: Business Blueprint - The purpose of this phase is to establish a common understanding in
your company about how the new R/3 release will handle your current business processes after the
R/3 upgrade.
Phase 3: Realization of DEV and QAS - The purpose of this phase is to perform the upgrade of all
non-production R/3 Systems, which normally include development (DEV) and quality assurance
(QAS) systems, and to ensure the quality of this upgrade process by comprehensive testing. You
need to upgrade your DEV and QAS systems before performing the upgrade for your production
system (PRD). Furthermore, you will develop your end user documentation and training in this
phase.
Phase 4: Realization of Production - The purpose of this phase is to complete the final preparation
for the upgrade of the production R/3 System, and end user training, if necessary. On the successful
completion of this phase, you are ready to run your business in your upgraded production R/3
System.
Phase 5: Go Live and Support - The purpose of this phase is the transition from your previous R/3
System to a newly upgraded and improved R/3 System. Be aware that you must set up an ongoing
support organization to service your R/3 users, both during the first few days of your upgraded
production operations, and on an ongoing basis.
I‘m so glad we
decided not to Home Sweet Home !
make those
modifications!
R/3
Worry free with
R/3!
SAP
Rel. 4.7A
SAP
SAP
Release 4.6B
Maintenance
Corrections
Manual
© SAP AG 1999
The purpose of the R/3 Upgrade DEV task is to execute the R3up program which upgrades the R/3
development system. In the course of the upgrade, you are asked to run transaction SPDD. This
transaction allows you either to return modified data dictionary objects to the SAP standard, or to
incorporate the changed object function into the new release.
Upgrade Roadmap
Accelerated Solutions
Solution Maps
ValueSAP CBI
© SAP AG 1999
ASAP Roadmap
Continuous
Project
Preparation Final Preparation Improvement
Business Realization Go Live &
Blueprint Support
ASAP Roadmap
Continuous
Project
Preparation Final Preparation Improvement
Business Go Live &
Realization Support
Blueprint
ASAP Roadmap
Continuous
Project
Preparation Final Preparation Improvement
Business Realization Go Live &
Blueprint Support
Some of the challenges a company wanting to implement R/3 at more than one site might face are
outlined below. Global ASAP is the SAP solution designed to facilitate meeting these challenges. It
both builds upon and coordinates with the ASAP implementation methodology.
Some challenges for the multi site and/or multi national SAP Iimplementation:
y Global business processes and data issues - Business standardization, Legal requirements
y Geography and cultural issues - Geographical spread and time-zone differences, Cultural
differences between international sites, Communication challenges and local acceptance / buy-in,
Diversity within regional IT systems in use
y International team structure and program organization - Geographical spread and time-zone
differences, Internationally balanced teams, Distributed support over regions / continents, Change
Management, Coordination of rollouts in multiple regions / countries
y Diversity within regional IT systems in use - More complex configuration management; variations
in regional IT infrastructures
Global
Local
template
requirements
Master data
IMG structures documents Local
and settings processes
Global
Organiza- Global and inte-
customer
tional structure grated processes
developments
© SAP AG 1999
Each local implementation reuses a global template, combining in the local requirements. In this way
a global template is developed once and then reused.
3 Global Realization
Prepare, configure, confirm & test a global template
Global ASAP is the implementation methodology for multi site and/or multinational
implementations. It represents a new implementation layer above the Standard AcceleratedSAP, and
uses a centralized approach, with the global template rollout as its main focus
Global ASAP comprises a Roadmap structured according to the ASAP principle, including step by
step instructions (how tos), accelerators & tools. The focus is to address global/multi site as opposed
to local level activity.
Global, corporate level strategy is defined and used to prepare & set up a Global Template Project.
This project prepares, configures, confirms and tests a global template which it rolls out for use in
each local implementation. The Global Template Project supports the local implementations. There
is also continuity between the Global ASAP methodology and the ASAP methodology used for each
local implementation.
1 2 3 4
Global Global Global Global
Program Business Realization Maintenance
Setup Blueprint and Support
Define Global Prepare Configure and Support local
Strategy Template confirm sites /
Set up Global Define Global Template subsidaries
Template Business Define Global Carry out Post-
Project Process System Rollout
Models Management Activities
Activities
Quality Assurance
© SAP AG 1999
Above provides a summary of the major activities of Global ASAP. Project Management,
Organizational Change Management and QA are ongoing activities at both the global and local
levels.
Upgrade Roadmap
Global ASAP
Accelerated Solutions
Solution Maps
ValueSAP CBI
© SAP AG 1999
SAP
Human
From one product
Resources
SAP Encompasses:
Logistics R/3 • Core R/3 modules & industry
SAP specific components tailored to
SAP Financials needs of specific industry
Basis
• Technologies for integrating
complementary software modules
to a business
solution family • ASAP (see SAP Best Practises )
© SAP AG 1999 Targeted at small & medium sized businesses (SMBs) mainly
Industry Business Units (IBUs) are organizational units within product development that each have
responsibility for one or more of the Industry Business Solutions. The solutions (Industry Business
Solutions) are combinations of products or product components that meet the needs of specific
industries.
A solution is an offering that encompasses core R/3 modules, industry-specific components,
technologies for integrating complementary software modules, ASAP, KnowledgeWare and a
comprehensive support concept.
The extent of core product within a particular industry solution will vary considerably. In the case of
banking, for instance, a great deal was developed specifically for the industry. Little from the core
modules can be applied directly to banks – even Controlling and General Ledger can only be used to
a limited extent. For the chemical industry, the situation is completely different. Modules such as
Production Planning, Sales and Distribution, and Asset Management can be transplanted into the
solution with almost no modifications.
Provided
Provided by
by Provided
Provided by
by
SAP’s
SAP’s Industry
Industry Solutions
Solutions SAP’s
SAP’s Industry
Industry Solutions
Solutions
IBU
IBU IBU
IBU
SAP Aerospace & Defense A&D / E&C SAP Oil & Gas Oil & Gas
SAP High Tech & Electronics High Tech & SAP Consumer Products Retail / CP
Electronics
SAP Retail
SAP Insurance Insurance
SAP Telecommunications Utilities / Telecom
SAP Media Media SAP Utilities
Mill Products Metal,
SAP Service Provider Service &
Paper &
Transportation
Buildg. Materials, Clay &Glass Wood Products Storage, Distrib. & Shipping
Forest Products & Paper Transport. Services & Touris.
Furniture Real Estate
Primary Metal & Steel
© SAP AG 1999
Links to SAPNet for additional information on the IBU Industry Business Solutions are provided
under ‘Industry Corner\ Pre-configured Systems’ in the Knowledge Corner on the Implementation
Assistant.
Upgrade Roadmap
Global ASAP
Solution Maps
ValueSAP CBI
© SAP AG 1999
SAP Best
Best Practises
Practises - designed
designed
to meet
meet the
the “out of the box”
tailored requirement ofof small
small to
to
medium sized businesses
medium sized businesses
(SMBs)
© SAP AG 1999
SAP Best Practises offer the small-medium business (SMB) an “out of the box” solution tailored to
that customers’ unique requirements. They are scalable for addressing incremental processes and
users.
ASAP and the Industry Business Units (IBUs) are working to develop industry-specific accelerators
and preconfigured systems. The ASAP Roadmap and most parts of its project management and
technical area are universal i.e. are not specific to a particular industry. Specific industry
requirements mainly affect the business processes and questionnaires for the requirements gathering
during the Business Blueprint phase of AcceleratedSAP.
SAP Best Practises key component:
y a preconfigured industry system and business blueprint to reduce overall complexity of the R/3
system to industry specific requirements.
Services include: implementation support (consulting); education (training); post-implementation
support; outsourcing; Solution Centers (Americas)
The Technology component of SAP Best Practises comprises SAP Ready to Run: Servers &
desktops; Network & printers; Installed R/3 system; Preconfigured R/3 Basis system.
See also SAP Best Practises under in the Knowledge Corner of the Implementation Assistant e.g.
view the ppt entitled Accelerated Enterprise Overview.
Model based
Master Data via CATT‘s PPre
reccon
onfi
Documented IMG Inddus fg
In iguure
SSys ustrtryy redd
Test catalog for supported business cases yste
temm
© SAP AG 1999
First priority is to provide the specific business process knowledge. This is ideally provided within
the ASAP tools, allowing consultants to easily combine the target group specific content with SAP's
proven implementation method. What is done within ASAP:
y Preselection from Q&Adb reference structure to highlight those processes that are specific for that
industry. Additional, industry specific processes (that work in R/3) can be added according to
general modeling guidelines. This enables customers/consultants to focus on the key areas
relevant, without removing the access to all processes that are part of R/3 standard.
y Canned answers are always used for best business practice that should be followed. This prevents
lengthy discussions on the many options SAP gives, focusing on the most likely & proven
solutions.
y Additional business questions can be added, if they need to be asked to understand a specific
process.
y Detailed business process procedures (BPPs) to show the usage of specific processes; overview
documentation - give overview on scenarios/value chains; detailed documents on how to config.
R/3.
Following the specific business process knowledge (above), there is the R/3 pre-configuration to
show the processes in the real system to get early feedback from users. In R/3 there is: Configuration
required for the specific processes; Master data to run the process (CATT's are used to provide the
system master data); documented IMG project to help to document changed configuration settings;
further CATT's for most supported processes.
R/3
APO
Business-to-Business Procurement
CRM
BW
Continuous
Improvement
Project Final Preparation
Preparation
Business Go Live &
Realization Support
Blueprint
© SAP AG 1999
The demand is for a flexible means to present Roadmap content based on an ever-growing variety of
implementation projects. The answer is the roadmap.
The new Implementation Assistant, which makes its debut with the 4.6a release, provides a
foundation for the future integration of all existing ASAP Roadmaps into one "configurable" one. It
is based on the R/3, BW (Business Information Warehouse), APO (Advanced Planner & Optimizer),
CRM (Customer Relationship Management encompassing Mobile Sales/Mobile Services), and Bus
to Bus Procure (Business to Business Procurement) products to provide a single Implementation
Solution within ASAP for all of SAP’s product offerings.
A project might be a very small implementation on a tight time line with no interest in Change
Management or it could be a Global project looking to implement CRM, BW and R/3 at the same
time. To support the needs of these and other demanding implementations, users may create a
project-specific Roadmap based on structured questions answered in the project set-up wizard.
In the future, the SMB implementations (SAP Best Practises) will have their own specific roadmap
and Q&Adb to help minimize the tailoring of ASAP for those organizations.
Note that the Upgrade Roadmap is not part of the ASAP Roadmap. It is provided on a separate CD.
To understand which of the accelerators are available for which accelerated solution, see the Product
Availability Matrix - SAP Best Practises. SAPNet Alias http://www.sapnet.sap.com/asap-pcs
© SAP AG 1999
To understand which of the accelerators are available for which accelerated solution, see the Product
Availability Matrix - SAP Best Practises. SAPNet Alias http://www.sapnet.sap.com/asap-pcs.
Upgrade Roadmap
Global ASAP
Accelerated Solutions
ValueSAP CBI
© SAP AG 1999
© SAP AG 1999
An SAP Solution Map is a tool to help visualize, plan, and implement a coherent, integrated, and
comprehensive information technology solution within a company.
A customer solution map should be based on one of the standard industry solution maps. However, it
is possible to combine segments from multiple industry solution maps to form the customer specific
one.
© SAP AG 1999
Industry solution maps were developed by industry experts. They are not R/3 specific.
Use the most recent industry solution map version for the most up-to-date information.
Frame
Enterprise Strategic Enterprise Decision Support Managerial Financial
Management Management & Data Warehouse Accounting Accounting
Management
Research &
Development Functions
Process Chain organized as
Industry Value Chain processes where
Procurement
Specific Time possible
Core e.g Sales, R&D
Functions Manufacturing Distribution
Production
If process not possible
list functions
Distribution Value
© SAP AG 1999
The Process Chain is the graphical representation of a business process in the R/3 Reference Model.
The interdependence of R/3 Solution functions in time and logic is described in process chains with
reference to events (an event in the R/3 Solution is a status that has business relevance). Process
chains help to make the R/3 Solution transparent.
Mobile Sales Territory Service Contracts Call Center Internet Self Service Portfolio Planning
P
Internet Sales Management Service Level Call Management Business Planning &
Agreements Internet Customer P Simulation
Telesales
Sales Forecast Service Event Planning Service Field / Mobile Service
EDI Customer Inquiry
Warranty Management P Marketing Planning /
Sales Planning/ Labor Resource Budgeting
Budgeting Product & Service Management Product Life Cycle
Sales Activity Information Spare Part Management Management
Management Returns & Depot Product Knowledge
Problem / Resolution Repairs (RMA) Management
Sales Analysis Management
Monitoring & Performance Analysis
Escalation
(Key) Account Quality Notifications
Management
Customer Profiling
© SAP AG 1999
Each level 2 map is a breakdown of one of the processes on the level 1 map. This second level is at
that of the more day to day functions and processes a company needs to have integrated in an ERP
solution.
Industry Solution Maps (levels 1 and 2) are blueprints anyone could have put together - IBM, Baan,
Peoplesoft. However, once again, SAP can be said to have taken the lead, and has decided to publish
the maps on the internet and in poster form. They can be used when first talking to customers to
identify the areas of their interest/need.
While the Industry Solution Maps are business blueprints listing processes and functions, please note
they are not valuations of whether SAP can offer functionality.
ASAP
z Solution Maps
represent best in class Accelerated Solutions‘
Tailored Business
business practices -
Processes
create your own based
on SAP´s
Industry
IndustrySpecific
z Accelerated Solutions Specific
Reference
ReferenceModel
Model/ /
offer preconfigured Blueprint
Blueprint
processes reflected in
many of the industry
solution maps Preco
Preconfigur
nfigured
ed
Indus
Industry
try
Syste
System
m
© SAP AG 1999
Upgrade Roadmap
Global ASAP
Accelerated Solutions
Solution Maps
© SAP AG 1999
ValueSAP CBI addresses a value concept. This concept holds that the business benefits achieved
from the enterprise business solutions continually need to be improved to stay ahead of the
competition. Improvement can be obtained by further optimizing business processes and systems
while increasing productivity of the organization’s people.
ValueSAP is a methodology designed to optimize the economic value of customers’
investments in SAP solutions. Recommendations for business improvement opportunities through
a combination of products, training and services are made based on a comprehensive customer
assessment.
ASAP Continuous Improvement can be viewed as one aspect within the overall ValueSAP CBI
concept.
Like the ASAP Roadmap and Implementation Assistant upon which it is modeled, ValueSAP CBI
comprises a roadmap navigated by the CBI assistant. As with ASAP, each CBI phase is broken down
into the various work packages and tasks that support the methodology. Detailed descriptions are
provided at all levels.
Additionally, accelerators are provided for many of the tasks to assist their execution.
The ValueSAP CBI methodology comprises a 3 level hierarchy. From the top level down, this is:
y Phase - major milestone within the methodology
y Work Package - logical grouping of tasks that each phase is broken down into
y Task - individual activities within a Work Package.
For your information, the ASAP methodology comprises a four level hierarchy. The additional level
‘activity’ is between that of Work Package and Task.
ORGANIZATION
(Structure, Culture)
INFORMATION
BUSINESS PROCESS
TECHNOLOGY
BUSINESS STRATEGY (Management Practices,
(Functionality,
Procedures)
Configuration)
PEOPLE
(Skills, Experience)
© SAP AG 1999
The focus of the ValueSAP CBI assessment will be based on the core elements of the business
system as detailed below.
y Business strategy: Defined by the business leaders of the corporation in conjunction with a market
need or opportunity.
y Organization: Must support not hinder the productive R/3 software.
y Business Processes: Must be engineered to support the new capabilities the R/3 solution provides.
If they do not, it will cause frustration and inefficiencies.
y People: Employees, customers and contractors must learn how to use the R/3 solution effectively.
y Information Technology: The system must be configured and networked properly to ensure that
the right information can get to the right people.
© SAP AG 1999
PHASE Pct
3 Realization 46%
Baseline 12%
Final Configuration 13%
Integration Test 21%
Final Preparation 19%
4
Go Live & Support 8%
5 Total 100%
© SAP AG 1999
This is an example - the specific project will dictate the actual time for each phase.
Use the percentages to extrapolate to a longer or shorter project.
Initialize Q&Adb
• Define Project Manager user profile (ID) and other Q&Adb users.
• Set scope
• Set dominant/subordinate relationships at Process Group or Process level.
• Set owners
Prep 1 Prep
WORKSHOP 1 WORKSHOP 2
Finali Finali
2.2 Explanations of Functions and A verbal walk through the EPC diagram corresponding to this structure level. What is going on at
Events each event or process, and how does it affect the downstream processes.
2.3 Special Organizational Address issues tied to the organization structure agreed to in the workshop. Are additional steps
Considerations required in a process because of a higher level decision made to facilitate sales statistics? Any
growth issues affecting the business that should be covered here?
2.4 Business Model The model referenced here should be marked the way the customer will use the process.
3. Changes to Existing Organization How will this structure level affect the AcceleratedSAP customer’s organization? Will the credit
collection function be moved to customer service? Will the plant be able to process more orders
per day? Any head counts being affected?
4.1 Description of Improvements Review the improvements in the R/3 environment to the customer Process or Scenario. Be sure to
address the business drivers in this section. Using examples of improvements on a given structure
level so that the benefit to the business becomes evident.
4.2 Description of Functional Deficits Detail any real or perceived gaps in functionality that have become evident in the Business Process
requirements workshop. “None are apparent at this time” is appropriate when there appears to be a
good fit for the customer.
4.3 Approaches to Covering Address issues raised in 4.2: workarounds, user exits. ABAP, etc. This should be the best high
Functional Deficits level solution. If a fix is not evident, the effect to the company and project must be clear so the
team can decide how to proceed. Use “N/A” for no issues.
5. Notes on Further Improvements Cover potential or future improvements in this section. Issues that will be covered in a future R/3
release or project phase. If an issue has been raised, but is out of scope for the project, this is the
place to note the topic.
6.1 System Configuration Any issues of importance to the customer as they pertain to the configuration of the system. No
Considerations need for exhaustive detail, but be sure to address any issues that were raised during the workshop.
6.2 File Conversion Considerations What files need to be brought to R/3? Are there timing issues with the data? If iterations of
conversions are anticipated, who will verify the end result? You don’t have to answer all the issues
at this point, but any known issues should be captured here.
6.3 Interface Considerations List known interfaces and detail issues surrounding them at a high level. Be sure to flag any
software, consulting resource or hardware that needs to be arranged, purchased, installed,
configured, etc. to avoid bottlenecks as the project moves forward.
6.4 Reporting Considerations Any mission-critical reports or output documents should be addressed here. Samples of both
content and format should be gathered. If a custom report requirement has been identified during
the workshop, it should be noted here.
6.5 Authorization Considerations How will the customer set security in this area? Do not bog down the project with the
authorization configuration but sensitize the team to the functionality and get the process owners
thinking about how to control access to R/3 and its data.
All
ASAP_Aug99
Purchasing Organization
Sales organization
Distribution channel
Sales office
Sales Group
Set countries
Currencies
Material BOM
Purchasing
Purchase Order Processing: Vendor Known
Transportation
Message Transmission for Transport Documents
Goods Receipt
Reservation Processing
Warehouse
Stock Placement Processing
Difference Processing
Confirmation
Posting Change WM
WM Stock Transfer
Usage Decision
Results Recording
Defects Recording
Invoice Verification
Evaluated Receipt Settlement (ERS)
Invoice Overview
Invoice Release
Purchasing
Purchase Order Processing
Goods Receipt
Goods Receipt Processing
Warehouse
Stock Placement Processing
Posting Change WM
Return Delivery
Usage Decision
Results Recording
Defects Recording
Invoice Verification
Evaluated Receipt Settlement (ERS)
Invoice Overview
Invoice Release
Shipping
Delivery processing
(Refer to: Delivery processing; Shipping; Sales Order Processing:
Make/Assembly to Order Questions:
Q: 1) List all documents required to complete the delivery process (e.g. picking
list, packing list or bill of loading) and what information they contain.
A: Pick List; Pack List; Bill of Lading; Material Safety Data Sheet
Q: 2) If you have multiple plants, how do you determine what plant a product is
delivered from?
A: Customer's shipping address determines which plant the material is
delivered from.
Picking
Packing processing
Billing
Processing Billing Documents
Shipping
Delivery processing
Questions:
Q: 1) List all documents required to complete the delivery process (e.g. picking list, packing
list or bill of loading) and what information they contain.
A: Pick List; Pack List; Bill of Lading; Material Safety Data Sheet
Q: 2) If you have multiple plants, how do you determine what plant a product is delivered
from?
A: Customer's shipping address determines which plant the material is delivered from.
Q: 11) Do your customers accept partial deliveries in case of lack of availability and what
are the rules for creating them?
A: Some customers do accept partial deliveries, the original P.O. numbers must be
referenced.
[ ] Display both
CI template:
1. Requirements/Expectations
Need to be able to process deliveries in batches. Also, have to have the capability to
produce individual deliveries on an as-needed basis.
2. General Explanations
Must be able to produce deliveries on-demand to support emergency orders.
Packing processing
Billing
Processing Billing Documents
Overview
This document establishes an overall strategy for testing that will be followed throughout the life of the project. It
can be used as a copy to be taken and adapted to the special needs of a project.
Procedure
AcceleratedSAP uses an iterative testing approach that builds upon itself. As you begin to configure the R/3
System, you will be unit testing your configuration settings to ensure that the system responds correctly. As you
get into Final configuration, you will be testing the business processes to ensure that each process responds
correctly. Additionally, there is an independent test performed at each stage to ensure integrity.
In parallel you are testing your own development (interfaces, conversions, enhancements) to ensure the
correctness of the programs. After you have finished the configuration and development you will perform the
Final Integration Test to ensure that the entire system including external components works correctly.
To avoid double work start testing the system with small test scenarios during Baseline and Final Configuration.
These short testing scenarios will be augmented to get confirmation scenarios at the end of each configuration
cycle. These bigger test scenarios can be used as a basis to develop integrated test scenarios for the Final
Integration Test.
Types of Testing
There are different types of testing that occur during the project, and each plays a critical role in the project’s
ultimate success. The testing strategy includes:
• Unit testing
• Scenario testing
• Development testing
• Integration testing
• Technical system testing
• Performance testing
Test Organization
During configuration, unit testing is done whenever it is needed. If there is a special need to organize and plan
unit testing because of the project requirements, update the BPML worksheets with planning information and
resource allocation.
Create the Baseline Scope worksheet for baseline configuration and testing. In the Responsibilities/Tester column
you define the responsible person for testing. The Testing Dates/Plan-Actual columns are used to plan and keep
track of the testing days. The status of each single unit test can be updated in the Status column. Use the
Comments column to add short documentation about the test.
For Final Scope configuration and testing create Cycle Scope 1 to n worksheets, and maintain the
Responsibilities/Tester and the Testing Dates/Plan-Actual columns to plan testing.
Test Documentation
Because unit testing concentrates on testing single transactions during the ongoing configuration process there is
normally no need to develop detailed test documentation. For simple transactions testing can be done
straightforward during configuration and the results (status T = Tested and any comments) can be recorded in the
corresponding BPML worksheet.
However, some transactions are very complex involving multiple screens, functions and variations to run. Those
transactions (i.e. Sales order) can be documented and tested with a BPP, maintaining the test section with test
conditions and variations of the standard transaction.
Roles
Consultants configure the system during Baseline configuration and perform unit testing for Baseline. During
Final Scope configuration customer team members learn transactions and configuration settings, and perform
some unit testing.
System
Unit testing is performed in the development system, using a different testing client. Therefore the configuration
settings have to be copied to the other client before testing.
Make sure that the systems you select for testing are consistent with your overall system and client landscape.
Test Organization
To organize and follow up the scenario testing during baseline and final configuration use the BPML. Enter
additional lines for each process or scenario, which has to be tested. You can either maintain the Master List or
the Baseline/Cycle Scope worksheets. Consider that you will lose all existing update information, if you create a
new version of Baseline or Cycle Scope sheets from the updated Master List.
Update the testing dates and the responsibilities in the Baseline and Cycle Scope worksheets. The status of the
scenario test can be updated in the Status column on process group or scenario level (T = Tested).
Use the Status column also to document that you confirmed the scenarios used for showing the integration in the
system for your configured processes (A = Approved).
Test Documentation
To document scenario testing it is recommended using the Test Scenario template entering every single step
(transaction) with input and output data. These documents can also be used for confirmation of your integrated
scenarios at the end of the Baseline Configuration and for the confirmation of each cycle during Final Scope
Configuration.
TIP:
In the Roadmap tasks for the definition of test cases or in the accelerator list you find a list with predefined test
scenarios. These test scenarios are delivered to support you in creating your own test scenarios. You can choose
every scenario that meets your business, copy it and adapt it according to your needs. Create as many variations as
you need to test your several business cases. There is no automated link to the BPML, but you can link the test
scenario manually into the column for test scenarios (in Baseline Scope, Cycle Scope, and Integration Test).
Roles
The business process owner is involved in creating baseline scenarios along with the application consultant.
Normally, the application consultant conducts the presentation to get the baseline confirmed. For the subsequent
scenario testing and confirmation for each cycle during Final Configuration the business process owner should
take on more responsibilities (i.e. defining the test scenarios).
Development Testing
Definition
Unit testing of your customer specific development.
• Conversions
• Interfaces – Third-party
• Interfaces – Legacy
• Interfaces – Online (EDI, ALE, Internet)
• Enhancements (User-exits and other code enhancements)
• Reports
• SAPScript forms
After development and unit testing is completed all customer specific programs and forms have to be included in
the Final Integration Test.
Test Organization
To organize the testing of all developments use the Development Master List and update responsibilities and dates
for testing. Create links to all corresponding documents (Functional Specification, Test Scenario).
Roles
The developer along with the application consultant and/or the business process owner mainly does unit testing of
development.
System
For unit testing of your development use a special testing client in the development system, which provides
enough sample data for testing.
Integration Testing
Definition
Final integration testing is accomplished through the execution of predefined business flows, or scenarios, that
emulate how the system will run your business. These business flows, using migrated data from the pre-existing
systems, will be performed in a multifaceted computing environment comprised of R/3, third-party software,
system interfaces and various hardware and software components. It is this environment that builds the necessary
level of confidence that the solution is complete and will perform in your business.
Final integration tests need to be an evolutionary process that is driven from your previous testing efforts. The test
cases and scenarios that were used for Baseline and Final Configuration need to be reviewed and enhanced for the
integrated test. These selected cases can be combined to represent a business process flow such as a revenue cycle
or a material acquisition cycle. Problems encountered during these efforts also need to be tested under an
integrated environment. Final Integration test cannot be viewed as an independent, but as a capstone effort that
brings together and builds upon all previous testing efforts.
Integration testing should be allotted approximately twenty-five percent (25%) of the total time used during the
Realization Phase for configuration and testing.
Final Integration testing focuses on cross-functional integration points, as well as end-to-end business processes.
A well defined Final Integration test plan starts with the testing of the cross-functional integration points (touch
points) and ends with the end-to-end testing of critical business processes identified within the Business Blueprint.
Test Organization
Integration testing, as stated in the Overview, is the most complex testing in a R/3 implementation project. It is
mainly because the R/3 application is an integrated system. The integration test planning involves the following.
Test Documentation
Use the Integration Test Scenario template to define your test cases.
Use the BPML Integration Test worksheets (Integration Test 1 and Integration Test 2) to create the Integration
Test plan. The following steps are a manual process:
• Insert lines with names of the test scenarios being tested (need only scenario or process group
level)
• Maintain priorities for each scenario
• Update testing dates
• Assign the appropriate test user(s) for each test scenario
• Complete the Status column. (Test, Re-test and Approved)
TIP:
Roles
As the knowledge transfer from the R/3 business process experts to the project team approaches an apex,
responsibility for the integration test becomes that of the business process users and power users. This also instills
a sense of ownership with the business process users and should make it easier to get acceptance at the end of the
phase.
There is a change in the make up of the testing teams between the configuration cycles and integration testing. As
the test becomes more integrated, the test team should include team members from every enterprise area being
tested. This will ensure that all processes are properly tested. Involve extended teams members to ensure you meet
the company’s business requirements.
System
Quality Assurance System is needed for Integration testing. Master data from legacy systems should be converted
onto the Q/A system. All configurations should be frozen on the Development system and transported onto the
QA system.
Performance Test
• Volume Test
• Stress Test
• Batch cycle test
• Month/quarter/year end processing
Technical functionality tests are rather basis oriented, whereas performance tests cover basis and application
aspects. Performance tests should concentrate on stress test, i.e. stressing the system with all components involved
in certain scenarios until it performs to predefined values (throughput). Volume testing is needed for some
processes or transactions, if the throughput of one process/transaction has to meet predefined requirements (i.e.
creating large amounts of sales orders, daily interfaces, etc.)
Roles
Technical Team Lead (along with application team members).
System
Testing can be prepared in the Quality Assurance system, but must run on the Production system.
Roles
Power User, End Users.
System
Quality Assurance system and Production system