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3 Development Phases for SAP Center of Excellence Maturity

May 14th, 2012 by
SAP CoE Maturity

SAP CoE Maturity

Before we get into the substance of HOW TO build a next generation IT organization that is integrated with business a quick review is in order.

Last week’s post on SAP Service Provider to Business Peer Through Center of Excellence Maturity proposed the direct maturity of the SAP IT organization.  The key principle is there are three stages or strata of Organizational Change Management Inside the SAP IT Support Organization These stages create clear distinctions between SAP Service Delivery versus Value Delivery

This week is an overview of the development and maturity details to use SAP as a Change Enabler through SAP Enabled Business Transformation for IT Leadership.  Please keep in mind this organizational development overview is just one component of the Series on SAP Competency Center or SAP Center of Excellence.  The need to continue your Steering Committee Governance for an SAP Center of Excellence cannot be ignored.  Properly formed and instituted your SAP steering committee is a key enabler for business to IT convergence. 

To achieve SAP IT Convergence Beyond Business to IT Alignment requires a senior leader change champion to make this a deliberate and accountable effort.  This is not intended to be a theoretical discussion but instead it is an action plan.  The entire initiative is as a project and needs a project plan, deliverables, key milestones, assigned resources, etc.   All of the structure and processes will need to be defined within your IT organization to move this forward.

SAP Center of Excellence Maturity Development Level 1 – Internal Focus on IT Operations (Service Provider)

Internal focus is an “all hands on deck” effort.  If internal focus, or basic IT service delivery is suffering then everyone within the IT organization must work to ensure your systems are meeting business needs.  You will not gain enough trust of the business community to become a partner or peer until the basic infrastructure works. Some of the key development in this phase includes:

  • A skills matrix
  • IT staff training and development plans
  • Clear SLA requirements
  • Consistent and regular feedback and coaching

Typical activities for service delivery include:

  • Help desk functions
  • Data maintenance
  • Security and authorizations
  • Technical infrastructure (servers, system performance, database maintenance, network, etc)
  • System access (desktop, remote, mobile, etc).
  • Hardware procurement
  • Knowledge (information) base development (Wikis, SharePoint, collaboration tools, etc.)
  • Knowledge transfer to the user community (formal and informal training)
  • Super user development

Skills development focuses on SAP or technical domain competence

  • Application module specialties (SD, MM, PP, SRM, CRM, FI, APO, BObj, etc)
  • Programming languages (ABAP, Java, PHP, etc.)
  • Infrastructure (Cisco, routers, VOIP, IPv6, DHCP, LDAP, etc.)
  • SAP Solution Manager use
  • Effective presentation skills

SAP Center of Excellence Maturity Development Level 2 – SAP IT Integration With the Broader Business Enterprise (Business Partner)

At this stage, depending on the size of your SAP or IT organization, there are 2 levels of leadership here: 1) delivery management, and 2) process management while developing methodologies, tools, templates, and controls.  A key part of the process management is the development of KPI indexes.  Typical activities for business (enterprise) integration include:

  • Requirements gathering
  • Blueprinting
  • System & solution architecture
  • Business case development (cost and value)
  • Knowledge transfer
  • Subject matter expert training
  • Super user training
  • KPI and PPI* development with analytics
  • Project management
  • Team and project leadership
  • Basic supervisory tasks
  • Mentoring, coaching, and staff development
  • Budget adherence
  • Sourcing and supplier management
  • SAP Solution Manager setup and maintenance for project delivery as well as BPM

Skills development focuses on project delivery and management.

  • Facilitation, meeting, and time management skills
  • Project management (training and certification)
  • Managing conflict
  • Supervisory & leadership
  • Negotiation skills
  • Organizational Change Management
  • Total Quality Management
  • Business Process modeling

SAP Center of Excellence Maturity Development Level 3 – Strategic Development Around the Marketplace and Competitors (Business Peer)

Split development track for leaders – 1) product or service engineering support (i.e. the “innovation” track) or 2) sales and marketing (i.e. customer focus).  Typical activities for value added strategic technology convergence include:

  • BPI* development and analytics
  • Marketplace analytics with solution proposals
  • Customer analytics with solution proposals
  • Value analysis – ROI assessment and benefit compliance
  • Cost analysis – TCO assessment and cost savings
  • Business case review for strategic fit
  • Technology roadmap for system & solution architecture
  • System architecture integration with business process management
  • Program management
  • Program & project budget development
  • Project audits / QA’s
  • Mentoring, coaching, and development of level 2 participants
  • Vendor management

Skills development focuses on business drivers, marketplace competitive pressures, sales, and senior leadership.

  • Advertising principles
  • Business statistics
  • Market research
  • Sales management
  • International marketing
  • Sales models
  • Organizational development
  • Coaching and leadership
  • Delegation
  • Strategic planning

Conclusion on SAP Center of Excellence Maturity Development

This analysis provides a framework for development of a world class, fully integrated SAP IT organization.  However, this framework only scratches the surface of a much broader and more important topic–, Organizational Change Management Inside the SAP IT Support Organization.

Communication is One Key to Business and IT Integration

One of the most critical components of a change management program is not listed above in any of the bullet points – developing communication channels.  Maybe this is naïve of me but I would expect that actively and aggressively developing clear and open lines of communication between IT at all levels with the business would be assumed.  Developing an overall communication program and plans is a basic part of any change management initiative.

There is a significant amount of additional guidance for developing your SAP Center of Excellence in the Series on SAP Competency Center or SAP Center of Excellence.  A systematic approach, including key milestones to measure progress against are important elements to success.  To that end I hope this framework contributes to the dialog and direction of future SAP IT organization maturity.

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* An upcoming post in the future will look in detail at this concept of “KPI, PPI, and BPI” as Key Performance Indicators, Process Performance Indicators, and then finally Business Performance Indicators.




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The SAP User Experience

April 9th, 2012 by
SAP User Experience

SAP User Experience

Over a decade ago SAP embarked on a journey to revamp their outdated user interface.  Enter “nJoy” SAP with all of the new “N” transactions.  But it has been over a decade now and other than some nice refinements to the GUI not much has changed.  A decade in the technology space is like a century in other areas.  Isn’t it time to take a hard look at the application suite again?

So you have the cute “Netweaver Business Client” but there hasn’t been a lot done to change the user experience for SAP applications.

Features, Functionality, Usability, and Performance Directly Translate Into User Experience

SAP Features, Functionality, and German Engineering

Let’s look at SAP’s years of leadership in the features and functionality area of Enterprise applications:

  • No matter what any other enterprise software vendor claims they can not come close to the depth of enterprise application experience SAP has.  A recent SAP fact sheet claims more than 183,000 customers in more than 130 countries (retrieved 4/8/2012).
  • SAP supports at least 22 major industry vertical solutions [FN1] covering such diverse areas as Automotive, Banking, Chemicals, Governement (Public Sector), High Tech, Mining, Pharmaceutical, Retail, etc.  Each of these areas has its own specialized process nuances and the application additions require specialized support.

The SAP application suite is massive as well.  If you’ve ever looked at an SAP price list you’ve probably been thoroughly confused and overwhelmed.  The SAP enterprise application footprint is gigantic.  SAP R&D spend for 2011 was about 13.5% of gross revenue (or about 1.9B Euros) and with a few exceptions SAP R&D spend is generally in the double-digit area of gross revenue.  Think about that, 1.9B Euros in R&D spend is more than the gross revenue of most of their competitors enterprise application sales.

Consider the depth and breadth of application functionality in the context of the various solution options available (see Footnote 2 below for a SMALL sample from ONE Application Component area) [FN2].  If you’ve ever had to deal with an SAP price-list trying to develop enterprise solution architecture, or license requirements, you may quickly become overwhelmed by the massive feature and functionality landscape. 

SAP Performance Options

Many of SAP’s products are hardware and database agnostic.  I don’t mean that it will run on any hardware, or any database, but it will run on most major platforms.  Because of the way the applications are structured they will also run in what SAP callls “2 tier” or “3 tier” landscapes.  This means the applications are scalable, in both size and performance, to whatever level of hardware investment you decide.

With the introduction of SAP’s HANA in memory computing solution(s), performance within the application is changing by orders of magnitude.  Massive amounts of data and programs are now loaded into, and then read from memory rather than from hard drives.

Whether you want to scale up or use HANA system performance should never be an issue.

Usability, Usability on the Wall, Who’s the Fairest of Them All?

Now we get to the heart of the matter.  As demonstrated SAP is a GREAT engineering company with huge R&D spend, a comprehensive industry solution portfolio, and a mountain of enterprise application options.  They’re German, what did you expect? Scalability and performance are not issues so the only area left is usability.

The “nJoy” program is about a decade and a half old.  In technology terms that is like the difference between the Stone Age and the industrial Revolution.

Unfortunately on the user experience curve they are in the IT Stone Age.  While there are great functionality enhancements coming out in the various enhancement packs at the same time the ability to use the application suffers.  Each major version of the SAP GUI offers a more pleasing screen, but it is still the same underlying data entry requirement–, the same fields, the same tabs, the same screens, the same old everything with a little bit of “lipstick” added.  But it is still the same fat, bloated, over-engineered user experience. 

SAP User Experience Customizing Pain

Please, don’t tell me about GUI XT or any of the other “customizing” options for screen layouts.  The starting point stinks and then you expect a customer to pay (consulting time, employee time, system integrator time, etc.) to enhance or modify the screens.  The SAP enhancement or modification option is not simple either — a simple screen enhancement is a significant engineering undertaking.  Unlike several modern “drag and drop” applications SAP requires development work to add new fields, change field labels, populate data in those fields during transaction run time, screen development is needed to “build” a new screen layout, and then you have to reassign a new “Z” transaction with copies of the modified underlying programs, adjust security, etc.  It takes a major engineering effort to make SMALL changes to the user experience.  SAP you have GOT to change this!  Your customers should be able to focus on the user interface without having to worry about all of the underlying engineering.

A Model for the SAP User Experience

Recently I offered The PERFECT SAP Acquisition Target in a CRM application called “SugarCRM.” As an SAP consultant who wants to see SAP continue to do well there are a lot of lessons that can be learned from them.  They are a cloud vendor who has set their target on Salesforce.com.  They provide a great navigation and ease of use experience.  And best of all, you can alter field labels, hide fields, add custom fields, completely change the layout of screens, and a whole host of other things without having to do any coding at all. Even if this isn’t an acquisition possibility for SAP it might help some of those German engineers in the SAP CRM space to download the opensource version and explore it.  Maybe they will learn a little something from a scrappy upstart who recently received $46 million in venture capital.  And this was from several VC organizations so a number of investors are betting millions on SugarCRM’s marketplace viability–, even in a marketplace saturated by salesforce.com and Microsoft.

Apple has Proven that User Experience Can MAKE the Market by Addressing Customer Pain Points

It’s been a long time SAP since you have seriously considered a remake of the user experience.  Since then Apple has proven that addressing customer “pain points” is a market winner. It’s about time to take another hard look at the user interface and user interactions because SAP “usability” has always been a customer pain point.  The “nJoy” program is about a decade and a half old.  In technology terms that is like the difference between the Stone Age and the industrial Revolution.  Don’t you think it’s time to get really serious about the user experience paradigm?

==============

[FN1] Retrieved 4/8/2012 from http://help.sap.com/industries.  Along with this there are “sub” solutions within several of the industries and across industries.

[FN2]

SAP Application Components

like SAP Auto-ID Infrastructure, SAP BOBJ Spend Performance Mgmt, SAP CRM, SAP ERP, SAP SCM, SAP SNC, SAP SRM, …

SAP Best Practices

SAP Best Practices packages are available in different country versions for various industries

SAP BusinessObjects portfolio

like Address Directories & Reference Data, Crystal Reports Viewer, SBOP Data Federator, SBOP Enterprise, SBOP Extended Analytics, SBOP Text Analysis, …

SAP Business One

like SAP Business One 8.8, SAP Business One 2007, Crystal Reports for B1, Remote Support Platform for B1, …

SAP Connectors

like Business Connector, …

SAP Content

like BI CONT, SAP Business ByDesign CONTENT, …

SAP Cryptographic Software

like SAP Cryptographic Library, …

SAP Development Projects

like customer-specific development projects software, …

SAP Education Products

like Acrobat Con Learning by Adobe, Knowledge Acceleration, RWD Info Pak Suite, SAP Productivity Pak by RWD, SAP UEM by KNOA, Training Content for SAP KW, …

SAP Frontend Components

like NetWeaver Business Client, SAP GUI for Windows, SAP GUI for JAVA, SAP ITS, SAP IGS, …

SAP In-Memory (SAP HANA)

like SAP HANA Enterprise Edition, SAP HANA Enterprise Ext. Edit., SAP HANA Platform Edition

SAP Mobile Solutions

like MOB ACCAPROVER INT, MOB HR APPROVAL INT, MOB MGR INSIGHT IPD, …

SAP NetWeaver and complementary products

like SAP NetWeaver, SAP NetWeaver CE, SAP NetWeaver Mobile, SAP NW Identity Management, SAP MDM, SAP Content Server, …

SAP On-Demand Solutions

like SAP Sales OD Integration

SAP Rapid Deployment solutions

like SAP Business Communication Management rapid-deployment solution, SAP CRM rapid-deployment solution for Sales, Marketing, and Service, SAP IT Service Desk Operation rapid-deployment solution, …

SAP Solution Extensions by Partners

like BOBJ XBRL Publishing UBMatrix, SAP CPS Full (Scheduler), SAP Ext. Diagn. by CA Wily, SAP IncentivePayback by Vistex, SAP Quality Center by HP, …

SAP Solutions for Governance, Risk, and Compliance

like SAP Global Trade Services, SAP GRC Access Control, SAP Process Control, SAP Risk Management, SAP Nota Fiscal Electronica, …

SAP Technology Components

like LV for Solution Manager, Remote Support Component, SAP Landscape Transformation, SAP Solution Manager, SAP Support Enablement Package, SAP TAO, …

Adapters

like Informatica, IWay, Seeburger, for SAP NetWeaver 04 (EP Edition), for SAP XI 2.0, …

Composite Applications

like Industry Composites Applications (SAP COMP App for BOP, for E-Tax) SAP DOCB, SAP CQM, SAP XIEP, SAP XLPO, SAP SOP, …

Country-specific Add-Ons

like HR-CIS, SAP Core CEE, SAP E-Recruiting – LOCFR, SAP HR-CEE, SAP IS-U/LOCIN, SAP IS-UT CEE, SAP Real Estate CEE, …

Fuzzy! Products

like Fuzzy! Analyzer, Fuzzy! Bank, Fuzzy!Boykottcheck, Fuzzy! Double, Fuzzy! Post, Fuzzy! Umzug, …

Industry-specific Components

like Banking Services from SAP, SAP Bank Analyzer, SAP CFM, SAP Deposits Management, SAP Discrete Industries, SAP Insurance, SAP IS-U, SAP Mill Products, SAP Oil & Gas, SAP Patient Management, SAP Retail, SAP Trade Industry Demand Mgmt, …

Miscellaneous Components

like AppServer LINUXx86 64 on 6.40, Convergence Tool, SAP Kernel, …

Plug-Ins

like SAP Plug-In, SAP Enterprise Portal Plug-In, SAP Solution Tools, …

Supplementary Components for Cross Industry Solutions

like Project Management, Life-Cycle Data Management (SAP PLM Integrations), SAP Railcar Management, SAP Test Data Migration Server, SAP Visual Basis, …

Sybase Products

like AFARIA, Sybase Mobile Sales, Sybase Mobile Workflow, Sybase Unwired Platform, …




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Why Use the SAP ASAP Methodology?

January 16th, 2012 by

SAP ASAP Methodology Guidance and DirectionASAP Methodology Background

In the mid 1990’s SAP had gained a significant amount of bad press and publicity around several high profile project disasters that the company knew were completely avoidable. At that time Oracle, Baan, JD Edwards, and PeopleSoft all had sales people making the case that SAP was too expensive, too complicated, and took too long to implement. In response SAP released the ASAP Methodology in the mid-late 90’s (around 1996 or 1997) because of the number of SAP projects that were going over time, over budget, and were at risk. It has been refined, polished, enhanced, and adjusted with SAP’s supported R&D resources and efforts for about 15 years now.

The ASAP implementation methodology has leveraged the PMI (Project Management Institute) best practices around project delivery and the Carnegie Mellon CMMI (Competency Maturity Management Integration) approach for maturing the delivery process. The ASAP methodology also includes a number of ITIL (Information Technology Infrastructure Library) components in the Phase 6 Run and the ValueSAP portions of the methodology. Agile techniques are an option which can be “turned on” if you like.

The toolset includes an implementation “Roadmap” which is a WBS based project template. It has full explanations, templates, tools, resources, checklists, etc. Together with that the original version also included an MS Access, and then an MS SQL Database application for selecting your solution options which would then generate a list of processes, transactions codes, template BPPs, and a full SAP centered Blueprint document, etc.

Today all of that functionality is still available but it is housed in Solution Manager. The ASAP Roadmap is just ONE component of the entire ASAP Methodology. The Roadmap is focused on effective Program or Project Management for accelerated project delivery with high quality results.

My Experiences with the SAP ASAP Methodology

I was originally certified in the ASAP Methodology in 1998 while at Grant Thornton. In that time I have had the privilege of using ASAP on several projects and as the project manager on a few. One consistent result of using the methodology is that projects are delivered and they are usually delivered on time and on budget (although not always).

Every major SAP system integrator claims some methodology and nearly all of them are similar to, or variations of the SAP ASAP Methodology.

I have only ever seen significant problems with ASAP when a system integrator started to use the methodology and then abandoned it part way through the project. At one recent client I used it as the framework to support a LEAN implementation methodology. That LEAN methodology has served as an ongoing framework to significantly accelerate numerous rollouts at probably 25% of the normal implementation cost of other SAP projects.  This was driven by the client project manager and facilitated by using the ASAP tools. 

Starting with the ASAP Methodology

Even before the first consultant comes on board the ASAP methodology provides templates and resources to cover key project and program management areas such as

  • communication planning
  • decision making
  • risk management
  • project management master planning
  • resource planning
  • steering committee tools
  • external links to best practice resources for reference (PMI, ITIL, Internal SAP, etc., etc., etc.).

Why ASAP Instead of a System Integrator Methodology?

First, I have nothing against the system integrator methodologies and some are very good with great resources. Unfortunately my experience has been while they have them, and may start with them, they rarely stick to them throughout the project. Since it is their methodology you have little or no insight to cross-check or validate their methodology use.  With ASAP it is yours to use as an SAP customer and you have full insight into it and control over its use.

One of the primary reasons for using the SAP ASAP Methodology is like all things SAP there has been a mountain of R&D spend, development, adjustment, and support. Every SAP client (large or small) who uses the ASAP methodology can avoid the “proprietary methodology lock-in” which the system integrators will walk out the door with. Another important reason is you own it as part of the standard Solution Manager offering. 

As you probably know Solution Manager is already a required part of your SAP landscape.  The SAP Solution Manager portion of the ASAP Methodology can house key items related to scope, configuration, documentation, the implementation roadmap, and all of the key deliverables. As the system integrator rolls off the project you have a centralized repository which is SAP specific for any future employees, support, upgrades, etc. You do NOT get that with a “custom” system integrator methodology which is probably based significantly on SAP’s ASAP Roadmap to begin with. Using an SI methodology you will NOT get the full configuration and development scope monitoring tools which Solution Manager contains either.

The entire ASAP Methodology is part of your application licensing and support you pay for. Why not at least take it for a test drive and see what it can do.

For more information on the SAP ASAP Methodology for SAP customers use your SAP OSS ID and log onto http://service.sap.com/asap .




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