GROUP MEMBERS:

SAFDER MIRZA KAZALBASH - 2084156

USMAN GHANI - 2084136

MPM PROJECT
SUMMERS 2022
SZBAIST
PROJECT NAME:
SAPS4 HANA
IMPLEMENTATION &
HOW AGILE HELPS ITS
COSTING

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WHO WE ARE & OUR CLIENT ?
TALLY-MARKS:
We are the company who implement SAPS4 HANA
I m p l e m e n t a t i o n o n c l i e n t s i d e f o r d i ff e r e n t m o d u l e s
with respect client requirement's.

NDRMF:
T h e   N D R M F   i s a g o v e r n m e n t - o w n e d n o t - f o r - p r o fi t
company which is providing grants for subprojects in
case of risks and disasters in Pakistan.

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PROBLEM STATEMENT -
NDRMF:
 Increase the administrative overheads

 Paper based Working Environment

 Records keeping and Financial Statements were not kept properly &
recorded.

 Cash Flows and Income Statements are not properly recorded and
cumulated.

 Tender Bidding Process was not documented and there were many loop
holes in the system.

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How SAP S4HANA Helped..
 SAP S4HANA is a Robust ERP system that integrates all of NDRMF departments and also
helped them to uses their finances/funds/grants (domestic and international) efficiently.

SAP S4 HANA will help to: [Agile Iterative Delivery]

 Expedite the processes

 Reduce the administrative overheads
 Helps in better information flow within the organization
 Integration across all business processes
 Integration & Agility
 Cost Effectiveness
 Paperless Environments

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ORGANOGRAM – TMC

MD

CFO

Director

Project
Manager

Compliance
Project Team Business Analyst
Department

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PROJECT CHARTER
PRELIMINARY PROJECT DETAILS

PROJECT NAME PROJECT TYPE

SAP S4 HANA Implementation Licensing &Implementation

Customer Name SAP Customer Number

NDRMF SAP 0779

Project Manager (NDRMF Pakistan) Project Manager (Tally Marks Consulting)

Aurangzeb Ahmad Ismail Zabi Ullah PMP

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 PROJECT OBJECTIVES SUCCESS CRITERIA

Clarifying Recession:  Once online platform is built in order to truncate the

 Eradicating superfluous, audits, paper working.
endorsements, & redundancy of endeavours.  Smooth line all the data and documentation.

Delivering Essential Managerial Information By:  Once the production server is live.
 Giving offices/branches with direct and simple  Departments and branches automated to get easily
access to admittance of data. access.

Enabling NDRMF:
 To give and empower extra business  The production server of ERP should be live in all the
functionalities in an opportune and expert way branches along with their departments.
after go live.

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PROJECT ASSUMPTION - GENERAL
PROJECT TITLE: SAP S4 HANA DATE PREPARED: 03/13/2021
ID Category Assumption/Constraint Responsible Party Status
Technical development for fetching data from
SAP system which is not part of a standard
A-1 Customization form already and displaying that data in Tally Marks Active
terms of forms for printout.

Assuming a cycle isn't in scope, a change

solicitation will be started to record the
A-2 Change Request progressions and change requests. NDRMF Active

A-3 Configuration The client will be answerable for the ideal Steering Committee Active
establishment, setup.

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PROJECT ASSUMPTIONS - FINANCIALS
 Contingency Reserves are 11.37% of the 15% of execution cost

 Contingency Reserves for each segment of WBS & other known risks have been assigned taking
Project Manager’s consent

 Overhead costs will be 25% of the 15% of execution cost

 Management Reserves are 12.5% of the 15% of execution cost- Client’s discretion

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PROJECT WBS AND TIMELINE
 The WBS has been created with all the Control Accounts along with the planning and work
packages through which we did the bottom up estimations for each component through lowest
to highest level

 Gantt Chart displaying the activity based timeline has been added

 The timeline for the Project is started from October 12, 2020 – March 29, 2021

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WORK BREAKDOWN STRUCTURE

SAP S4
HANA
IMPLEMEN
TATION

PROJECT BUSINESS
FINAL GO LIVE &
PREPARATI BLUE REALIZATION
PREPARATI SUPPORT
ON PRINT 3
ON4 5
1 2

IMPLEMENT RESOURCE VERIFICATION

PROJECT SCOPE PROJECT IMPLEMENT
EVALUATION TEST MANAGENEN OFSTANDARD AUDIT
CHARTER STATEMENT TEAM UAT ISNTACNE
1.1 INSTANCE T S 5.1
1.2 2.1 2.2 3.2
3.1 4.1 4.2

INFLUENCE
PLAN BASELINE OF DOCUMENT
CPM SERVER FIXES ON PROJECT
SCHEDULE PROJECT HANDOVER
1.1.1 3.2.1 DUE TO COVID
2.1.1 2.2.1 5.2
4.1.1

FPM
1.1.2

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GANTT CHART

It shows the project feature division

and the activities which are intended
under the major work packages. The
Timeline shows the project completion
in days.

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GANTT CHART

The tracking shows that how the

implementation activities are aligned
with the each successor and
predecessor activities.

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PROJECT RISK MANAGEMENT PLAN
The following are recorded various expected risks and the system for overseeing and limiting them

RISK REGISTER

RISK ID RISK EVENT RISK DESCRIPTION PROBABILITY IMPACT SEVERITY IMPACT

NDRMF individuals that might be influenced by the

Commitment execution of SAP S4 HANA should be engaged with
R-001 4 8 32 Very High
of User and educated about change to guarantee
responsibility and possession

Requirements If the proper information not provided by the client

R-002 3 10 30 High
Complexity project may face delay

Executive If the sponsor leaves the project in between or

R-003 2 10 20 Medium
Sponsor ought to discontinue

If the implementation can’t take place according

R-004 Technology 3 6 18 Low
the newest technology

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COST MANAGEMENT PLAN
ITEM PRICING

SAP S4HANA Licensing Cost &Implementation Cost USD 88,000

Tax@ 17% USD 14,960

Total USD 102,960

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METRICS OF COST MANAGEMENT PLAN:
Following things which will not take place throughout the implementation as they are not in SOW.

 Unit of measure for resource PKR/hrs. & PKR/Units

 Project performance will be measured using:

 Earned Value Management (EVM)

 Cost Variance (CV) & Schedule Variance (SV)
 Performance Indexes ( SPI & CPI)
 Estimate at Completion (EAC)
 Variance at Completion (VAC)

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PROJECT ESTIMATION TECHNIQUES:
 The Estimation Technique used for execution works is Parametric Estimation

 The split of 25% cost for overheads has been divided into project Direct Cost (employees)
& Fixed Cost (rentals)

 Reference: JIRA Software

 JIRA Link: https://NDMRF.atlassian.net/jira/software/projects/CMP/boards/86/backlog

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PROJECT RESERVE ANALYSIS:
 As stated in project assumptions, 11.37% (8,130,617.14) of the total budget has been
allocated for contingency reserves

 Further, 4.78% (3,416,490.19) of these reserves have been allocated to each segment of
WBS & 6.59% (4,714,126.95) have been allocated to other known risks

 Reference: JIRA Software

 JIRA Link: https://NDMRF.atlassian.net/jira/software/projects/CMP/boards/86/backlog

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PROJECT BUDGET:
A- 15% execution cost for in-scope work 71,534,551.65

Cost Baseline B- Overheads Cost 25% of A 17,883,637.91

Project Budget

C- Contingency Reserves 11.37% of A 8,130,617.14

D- Management Reserves 12.5% of A 8,941,818.96

TOTAL BUDGET USD 102,960

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PROJECT VARIANCE ANALYSIS:
 Though variance analysis had been carried on various stages of project, however FIRST
iterative delivery done on November 1st 2020 displaying fluctuations w.r.t. planned schedule
& planned cost

 After the first check, SPI was found 0.97 indicating project is running slightly behind schedule

 Measures taken included utilizing resources of leading segments of WBS as those were
completed ahead of their schedule. Re-estimation was not occurred at this point.

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PROJECT VARIANCE ANALYSIS:
 After the 2nd iterative delivery, CPI was found 0.99 indicating the project’s progressing on
slight over planned cost

 Measures taken included re-estimation of EAC as:

Where

BAC= Budget at Completion or Cost Baseline = 97,548,806.70

CPI = Cost performance index = 0.99
Hence the revised EAC = 98,636,358.05

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PROJECT VARIANCE AT COMPLETION:
S.NO Cost Element BAC EAC VAC

15% cost from parametric estimates for

1 71,534,551.65 72,539,570.16 (1,005,018.51)
execution

2 Contingency reserves for WBS segments 3,416,490.19 1,005,018.51 2,411,471.67

3 Contingency reserves for other known risks 4,714,126.95 2,146,036.55 2,568,090.40

4 Project direct & fixed cost 17,883,637.91 16,095,274.12 1,788,363.79

Total Cost 97,548,806.70 91,785,899.35 5,762,907.36

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CLOSE OUT:
PROJECT CLOSURE
Project Name SAP S4HANA   Programmed  SAP S4HANA Implementation
Project Number 123245 Project Manager  Ismail Zabi Ullah (TMC)
Version & Date Project Sponsor  Govt. Of Pakistan
Safder Mirza Kazalbash/
Author Program Manager  Umair Bin Wasim (TMC)
Usman Ghani
 Sap S4Hana license keys.
Handing Over Documents  Training completion certificates.
 Post implementation support strategy documents.
Reason for closure SAP S4HANA successful gone live at NDRMF Pakistan
Scope Completed
Project Final Position Cost  No cost creep
Time  As per defined deadlines
CONCLUSION:
 In spite of the few delays experienced by the project team in the beginning of the
project, the project was completed on time and within the given budget

 Although re-estimation was required when the project was progressing towards the
end & contingency reserves were utilized, however, project still got completed within
actual BAC

 The allocated budget (excluding management reserves) for project’s execution was
97.548,806.70 whereas the actual spent on project is 91,785,899.35

 The total variance is +5,762,907.36 i.e. 5,762,907.36 under planned cost or 5.91%
PROFIT.
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COMMUNICATION MANAGEMENT PLAN
The following are recorded various expected risks and the system for overseeing and limiting them:

What/ Description Who/Target Audience Purpose When/Schedule How/Delivery Methods Who/Owner

Division of the Disperse plans to get

venture Initiation Business Team partners free from project Early start of kick-off. Email TMC PM
goals/scope and gain by
Plan
in
Project objectives/scope,
plan, approach, At or near project start Meetings, kick-off
Kick-Off All stakeholders TMC PM
communication plan, date. presentation.
roles, and responsibilities.
Requirement Document business Planned an Adhoc meeting
TMC PM Blueprint phase Project team
Gathering requirements with MOM.
Update partners on the
Status Report Key Stakeholders & PMO advancement of the Each Week: Mon 10 am Mailing TMC PM
venture.
Task group, singular To audit nitty gritty
gatherings btw arrangement
Workforce Meetings Regularly when needed. The meeting, task tracker. Project team
specialized, practical and (undertaking, task, and
business groups things to do).
Update the committee on
Project Time Line Steering/working critical issues and seek Mandatory when Meeting presentation and
TMC PM
Updates committee approval for the changes required. MOM.
to the project plan.
Highlight and risk and
All stakeholders including Risk document, meetings,
Project Risks formulate a mitigation As and when needed. TMC PM
the steering committee
plan.
and MOM 25
PROJECT STAKEHOLDER
MANAGEMENT
ROLES & DESCRIPTION
Major stakeholder in decision
Project Sponsor
making process
Lead the project & responsible
Project Manager for managing a project by using
project tools and techniques
Authority to direct and guide
the project from the first stage
Project Consultant
to the last stage and also
include in major decisions.
Team members have the
authority to plan and execute
Project Team the ERP Implementation work
with the guidance of a senior
project manager.
RESPONSBILITIES
Responsible to ensure project
Project Sponsor deadlines, financial and non-
financial
To meet stakeholder expectations,
and also responsible to manage
Project Manager
the project and consultant team to
work according to PMI standards.
They have the authority to direct
and guide the project from the first
Project Consultant
stage to the last stage and also
include in major decisions.
to complete the task which assigns
by the senior project manager, and
Project Team
also operate JIRA software which is
used for the project.
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RACI CHART

Task PM APM DEV SD JD Tester

SAP HANA S4 A C I R I I

Planning A R I I I I

Executing A C I I I R

Implementing A C I I R I

Testing A C I I I R

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RECOMMENDATIONS
 As per the Agile methodology, we are using the
Scrum framework for project planning and
implementations which will help us to reduce the
humongous gap

 We follow the daily scrum strategies which align our

roadblocks on daily basis to determine the progress
of the project implementations.

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THANK YOU!
ALL OUR GROUP MEMBERS

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