ASAP Implementation Version 3.

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Implementation Roadmap…………………………………………………………………………………………………1
1. Project Preparation…………………………………………………………………………………………………….2
1.1. Initial Project Planning and Kick-Off
1.1.1.Transition from Discovery and Evaluation
1.1.1.1. Plan and Setup Project Team Environment
1.1.1.2. Review Discovery and Evaluation Documents
1.1.2.Enterprise Strategy Frame Work
1.1.2.1. Review all Strategic Documentation
1.1.2.2. Conduct Executive Workshops
1.1.2.3. Conduct Key user Workshops
1.1.2.4. Review Workshop Results
1.1.3.High-Level Business Requirement Review
1.1.3.1. Define Business Drivers
1.1.3.2. Review High-Level Business Processes
1.1.3.3. Review Supporting Business Organization
1.1.3.4. Review and Approve High-Level Business Requirements
1.1.4.Project Charter
1.1.4.1. Organize Workshop for Detailing Project Charter
1.1.4.2. Define Project Mission Statement
1.1.4.3. Define Project Goals and Objectives
1.1.4.4. Define Project Scope
1.1.4.5. Define Implementation Methodology
1.1.4.6. Develop Organizational Change Strategy
1.1.4.7. Create Initial Project Plans
1.1.4.8. Define and Select Deliverables for the Project
1.1.4.9. Review Project Charter with Technical Team
1.1.4.10. Assemble and Approve Project Charter
1.1.5.Project Organization
1.1.5.1.
Implementation Roadmap
1. Project 2. Business 3. Realization 4. Final 5. Go Live and
Preparation Blueprint Preparation Support

Work Packages
1.1 Initial Project 2.1General Project 3.1 General Project 4.1 General Project 5.1 Project End
Planning and Kick- Management Management (Realization Management (Final
Off (Blueprint Phase) phase) Preparation Phase)
1.2 Project 2.2 Organizational 3.2 Organizational change 4.3 Functional and 5.4 Continuous
Procedures and change Management (Realization Performance Tests Improvement
standards Management Phase)
(Blueprint Phase)
1.3 Ongoing 2.3 Training and 3.3 Training and 4.5 Production Cutover
Project Documentation Documentation Plan
Management Plan (Blueprint (Realization Phase)
Phase)
1.4 Training Plans 2.4 Business 3.4 Authorizations 4.6 Quality
Process Blueprint Implementation Management Final
Preparation
1.5 Quality 2.5 Development 3.5 Development and
Management Procedures and Customization
Project Requirements
Preparation
2.8 Authorizations 3.6 Baseline Configuration
Requirements and
Design
2.9 Quality 3.7 Functional and
Management Performance Test Planning
Business Blueprint
3.8 Final Configuration
3.9 Final Integration Test
3.12 Quality Management
Realization
Milestones
1.6 Milestone: 2.6 Milestone: 3.10 Milestone: Core 4.4 Project 5.2 Handover
High Level Business Blueprint Business Process Implementation Completion
Completion Implementation Completion
Business
Requirements
Completion
4.7 Start of Production
Services
2.7 SAP Feasibility 3.11 SAP Technical 4.2 SAP Going live 5.3 SAP Early
check Integration Check check Watch Check
5.5 SAP
Solution
Management
Optimization
Services

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 1. Project Preparation
Purpose

The purpose of this phase is to provide initial planning and preparation for your SAP project. Although each SAP
project has its own unique objectives, scope, and priorities; the steps in Phase 1 help you to identify and plan the
primary focus areas that need to be considered.

The SAP Solution Manager is the primary tool designed to support you throughout the implementation of your
mySAP.com solution until your solution is productive. The SAP Solution Manager offers central access to the
following tools and methodology, which you can use during the implementation of your mySAP.com solution:

 Preconfigured content for the evaluation and implementation of e-business solutions

 AcceleratedSAP (ASAP) methodology for the implementation of e-business solutions

 Tried and tested implementation and test tools, for example, the Implementation Guide (IMG) or the Test
Workbench

The SAP Solution Manager also provides an authoring environment that can be used to create an e-business
solution specific to your enterprise.

Integration

As you prepare for your SAP implementation, you must address several important issues at the beginning of the
project. These include:

 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 will proceed efficiently
and establish a solid foundation for a successful SAP implementation.

1.1 Initial Project Planning and Kick-Off

Use
The purpose of this work package is to allow you to start detailed planning for the project and to formally kick off
the project. There are many basic issues to review and resolve at this early stage to ensure that the project starts
on a solid foundation. The main purpose of this work package is to define the key elements that give overall
strategic direction to the SAP System implementation project; regardless of the fact that the customer may or may
not have engaged in a full scale strategy project. Obviously, prior strategy exercise, or lack thereof, will have
serious implications for the SAP System implementation project that need to be seriously considered.

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Integration
In situations where the customer has engaged in a customer solution strategy, then the implementation project
starts where the customer solution strategy project has left off. Therefore, it is important to transfer and review the
strategy documents from the Discovery and Evaluation phase as part of the initial planning for the implementation
project.

Review all strategy documentation

Conduct workshops for the review purpose

Organizational change and its strategy is a major factor in any SAP System implementation. Therefore, outline an
appropriate change charter that explains recommended procedures, processes and any organizational change.

Implementation scope and strategy are other major elements of any SAP System implementation. The
implementation scope must be decided early on or avoid any scope creep. The overall implementation
methodology and approach should be finalized. If there are multiple, simultaneous SAP implementation projects
throughout the corporation, it is necessary to also review the overall corporate SAP implementation strategy.

Activities
The main deliverable of this work package is Program or Project Charter, a consolidated document of the mission
statement, business drivers, business and project measurements. On a high level, the charter covers elements of
initial project planning, project procedures, and project kick-off. It is important to reach agreement on the project
charter amongst company executives and project sponsor(s).

The main event of this work package is the kick-off meeting, the time when the start of the SAP project is
announced to the whole organization. During this meeting the overall project goals, detailed project plans, and
project organization is presented to the audience.

1.1.1 Transition from Discovery and Evaluation

Purpose
The objective of this activity is to transition from the Discovery and Evaluation and set up the new project
environment for the Implementation Phase.

Prerequisites
The documents from Discovery and Evaluation must be available.

Result
1. The project environment is set up.
2. The documents from the Discovery and Evaluation phase are reviewed.

1.1.1.1 Plan and Set Up Project Team Environment

Use

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The purpose of this task is to plan the details and logistics for setting up a project team room. Topics for
consideration include:

 Physical location and size of the room

 Workstations, printers, network equipment
 Definition of desktop template and roll out strategy
 Phones, voice mail, fax machine
 Whiteboards, flip charts, other supplies
 Phone line accessibility for remote dial-up, network connections
 Security access cards

Procedure
 Set up a meeting between the project team management and the companyÂ’s building maintenance or
technical support staff.
 Outline the detailed requirements for the project team room, including long-range plans for end user
training facilities.
 Obtain commitment from company management for the room setup. Make sure an adequate budget is
available.
 Determine the SAPGUI components needed for the project.
 Determine whether SAP online documentation is to be installed locally or on a file server.
 Present the project room plan to the project sponsor for approval.

Result
Project room is setup.

1.1.1.2 Review Discovery and Evaluation Documents

Use
The purpose of this task is to check the documents from the Discovery and Evaluation phase. The documents
from the Evaluation phase are a major input for the Implementation phase. Check that the level of detail is
sufficient for the purposes of the implementation project. The following major areas should have been covered in
the documents:

1. Customer solution definition

2. Gap analysis
3. Implementation scope
4. Implementation strategy
5. System architecture
6. Organizational Change Management approach
7. Risk assessment
8. Project Management approach
9. Business Case

If certain documents are missing or not sufficiently completed then additional work will be needed. You then need
to follow up with Organize Workshop for Detailing Project Charter.

Prerequisites
The deliverables from Discovery and Evaluation are available.

Procedure
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  Check the documents from the Discovery and Evaluation phase.
 Verify if the documents are adequate for the purposes of the implementation project.
 Inform customer management if information is missing or incomplete.

Result: Deliverables from Discovery and Evaluation have been reviewed and follow-up actions have been
planned.

1.1.2 Enterprise Strategy Framework

Purpose
The purpose of this activity is to review and analyze the current strategic management process and identify both
its strengths and weaknesses. This will assist the strategy team on deciding which areas should be focused on in
terms of changes that are required.

Prerequisites
The trigger for this activity is the completion of the initial project planning activity.

Result
The result of this task is a revised corporate strategy document on the strategic management process that is
agreed upon by the company executives and is shared by the key team members.

1.1.2.1 Review All Required Strategic Documentation

Use

The purpose of this task is to collect and review the strategic documents of the firm. This helps the
functional team to understand the strategic focus of the enterprise in terms of changes required.

Procedure
1. Request documentation regarding the company’s defined strategies and strategic processes.
The documentation may comprise internal documents, e.g., company vision and mission statements, core
competency definitions, strategy planning reports, or external reports, e.g., strategic consulting report.
2. Review and documents received.
Synthesize all the information available. Try to build a clear picture of the company’s strategic focus and
direction.

Result

The result of this task is a clear understanding of the functional team of the company’s strategic focus
and direction.

1.1.2.1 Conduct Executive Workshops

Use

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The purpose of this task is to conduct a workshop with the executive management in order to create a shared
vision and strategy for the company. The results of the strategy identification phase and the new strategic
management process are reviewed with the attendees to ensure that everyone is in agreement with the results so
that the next steps can be taken.

As strategies continue to evolve and need to be updated, communicated, aligned, funded, evaluated and
changed, the strategy review process should become a regular part of the strategic management process.

Procedure
1. Bring all the participants together.
2. Clarify project goals and objectives.
3. Explain the critical success factors for the project.
4. Clarify roles, responsibilities, time commitments, and skill requirements.
5. Review the results of the strategy identification phase.
6. Review the recommendations, and obtain feedback and buy-in to the new process.

Result
The result of this task is a revised corporate strategy document that has been agreed to by the executives.

1.1.2.3 Conduct Key User Workshops

Use
The purpose of this task is to communicate the revised strategy and objectives via a workshop, to the key users in
the organization. This workshop relates the executive strategy to the lower levels in the organization, and obtains
their commitment to the ideas expressed in the corporate strategy document.

Procedure
1. Collect all strategy and workshop documentation from the executive workshops.
2. Identify the objectives of the meetings.
3. Identify the place and setting of the meetings.
4. Distribute the agreed upon strategic documentation to the attendees.
5. Hold the meeting and review the strategic document identifying areas where help is needed.

Result
The result of this task is that the key (future) system users are informed about the corporate business and
information system strategy.

1.1.2.4 Review Workshop Results

Use
The purpose of this task is to synthesize the responses and views of the people who attended the strategy
workshops, and to decide on any final changes required for the strategic management process.

Procedure
1. Collect feedback from the executive workshop.
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 2. Have the project team review the feedback.
3. Decide on any amendments that are necessary.
4. Publish the results of the workshop to the attendees.

Result
Upon completion of this task, the corporate strategies and the strategic management process are revised.

1.1.3 High-Level Business Requirements Review

Purpose

This activity is for the application team and the process owners to review the high-level (strategic) business
requirements of the enterprise.

Prerequisites

The input for this activity is the Strategic Documentation of the enterprise.

Result

The output of this activity is a review of the high-level (strategic) business requirements.

1.1.3.1 Define Business Drivers

Use
The purpose of this task is to identify specific company objectives and business drivers for the SAP
implementation. Typical business drivers include:

1. Lower cost of ownership

2. Greater end-user efficiency and productivity
3. Single point of access to specific business data
4. Security - centralized administration and controlled access

Procedure
Identify the business drivers as defined in the Evaluation phase.

It is important to identify these drivers at the start of the project. They are the reason for the implementation, and
they establish the standards by which the success of the project is measured.

Result
Defined company business drivers

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 1.1.3.2 Review High-Level Business Processes
Use

The purpose of this task is to review the high-level enterprise business processes, such as procurement,
manufacturing, and distribution.

An initial review has to be conducted on the company’s internal processes, the processes between the
subsidiaries and the mother company and the processes between the company and its vendors and customers;
and how the business units cooperate to deliver products or services to the marketplace.

Procedure
 1. Review the list of high-level business processes that support the identified goals, objectives,
strategies and business drivers.
 2. Review the high-level business processes and the departments involved in handling them.
 3. Review the business process diagrams that illustrate the high-level business processes.

Result
The output of this task is the review of the high-level business processes.

1.1.3.3 Review Supporting Business Organization

Use

The purpose of this task is to review the suggested organization based on the defined business processes.

To make the high-level business processes work the supporting organizational structure and responsibilities must
be been described.

Procedure
1. Review the high-level business processes with the business process owners in the organization.
2. Review the basic flows of products and services, and the high-level model of the core activities of the
company.
3. Review the business organization that is to support the high-level business processes defined in the previous
task.

Result

Review of the high-level business organization.

1.1.3.4 Review and Approve High-Level Business Requirements

Use

The purpose of this task is to finalize the review process and obtain management approval on the High-Level
Business Requirements Document.

Procedure
1. Schedule a validation session. This session should be attended by all responsible managers.

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2. Present the documentation to the management.
3. Sign off the reviewed High-Level Business Requirements Document.

Result

Approved High-Level Business Requirements Document.

1.1.4 Project Charter

Purpose
The purpose of this activity is to define key elements that give overall strategic direction to the project team for the
SAP System implementation. These tasks provide a solid foundation for the project, and as such, their results
should be communicated to all project team members.

The input for this activity should be the documents created during the Discovery & Evaluation phase.

Therefore, there are three conceivable scenarios:

a) The customer had a successful Customer Solution Strategy (CSS) project, and all documents are available in
good quality.

b) The customer had a CSS project but there are still some outstanding follow-up actions.

c) The customer did not do any CSS projects.

Scenario a)

Documents from CSS will be available, and as a result of the Review Discovery and Evaluation Documents task,
it will be decided that there is no need for further review.

Result of Scenario a)

All documents needed for the successful implementation are available and in good quality.

Scenario b)

Documents from CSS will be available however as a result of the Review Discovery and Evaluation Documents
task it will be decided that there is a need for the Workshop for Detailing Program Charter task. Some documents
will be corrected and refined in this workshop.

Result of Scenario b)

All documents needed for the successful implementation will be prepared.

Scenario c)

Because there are no documents, it is necessary to organize a workshop for defining (not refining) the strategy
goals.

Result of Scenario c)

Similar documents, with similar content as in the case of a CSS project, albeit in a concise form, are created.

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Prerequisites
The trigger for this activity is that the SAP software license agreement has been signed.

Result
The output of this activity is the Project Charter.

1.1.4.1 Organize Workshop for Detailing Project

Charter
Use
In an ideal case the Project Charter containing all deliverables from the Discovery and Evaluation Phase is
available to the project team during the implementation.

It is important to review these documents carefully and to start corrective actions if necessary. The scope and
complexity of these corrective actions depends very much on the completeness, the consistency and the level of
detail of these documents.

Prerequisites
Perform this task if there are no documents from Discovery and Evaluation available or if the documents from
Discovery and Evaluation are available but some corrective actions are necessary.

Procedure
1. Define the goals and scope of this workshop according to the discovered gaps.
2. Analyze the involved roles and define the audience.
3. Describe the deliverables of the workshop.

1. List all the documents and roughly describe their structure and content.
2. Develop guidelines or checklists for their evaluation.
3. Collect other information that can help the attendees to prepare for the workshop.

 Plan the agenda and get approval from board or steering committee.
 Invite all attendees and send them the prepared information on time.
 Conduct the workshop.

1. Review, correct or add missing areas/documents.

2. Document the results.

 Communicate the results within the company to all stakeholders.

 Get approval from the board or steering committee, if necessary.

Result
7. The Project Charter from the Discovery and Evaluation Phase is reviewed and refined.
8. In case there was no Project Charter available, a Project Charter is created.

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 1.1.4.2 Define Project Mission Statement
Use
The purpose of this task is to define an overall project mission statement for the SAP implementation.
This statement should be concise, and easy to understand. In addition, the mission statement represents a high-
level commitment from company management.

Prerequisites
After it has been agreed to start the project, this is one of the early tasks. It is probable that business drivers and
business measurements have been determined and are available from the evaluation phase.

Procedure
If the business drivers and measurements were determined before, these will provide the basis for formulating the
project mission statement.

 If there was no formal evaluation process prior to the implementation project, then interview the
companyÂ’s senior executives to ask them which business goals will be achieved through the SAP
System implementation.
 Arrange a workshop with members of the project team to establish a relevant mission statement.
 Present suggested project mission statement to steering committee members to get input and confirm
that the statement correctly reflects business goals.

Result
Project mission statement is defined and agreed upon.

1.1.4.3 Define Project Goals and Objectives

Use
The purpose of this task is to identify overall company goals and objectives for the implementation and document
how they will be measured.

Examples of project-related goals are:

1. Target dates for completion of specific implementation phases or milestones

2. Measurement of actual expense performance versus budgeted costs
3. Completion of specific deliverable(s)
4. Achieve targeted levels of participation and support.

These goals need to represent a high-level commitment from the project sponsor and company management.

Procedure
 Determine specific project implementation goals.
Meet with company executives or the project sponsor and determine specific project implementation
goals for the whole project, and the project team members as a group, or individually.
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 Ask the companyÂ’s sponsor and senior executives why they decided to purchase SAP software. This
information may also be obtained from the SAP Sales Executives or the SAP Consulting Manager.

1. Document these goals and communicate them to the team.

Compensation-related incentives could then be related directly to the achievement of the project or
individual goals.

Result
Defined project implementation goals and objectives

1.1.4.4 Define Project Scope

Use
The purpose of this task is to define the mySAP.com project scope. The project scope describes the functional
scope, the geographical scope and the organizational scope of the project. It also describes the degree of
standardization, the extent of interface development, add-on development (functionality not provided as standard
in the SAP System), integration with legacy systems or other off-the-shelf software has to be determined.

Prerequisites
The High-Level Business Requirements Document may be used as an input for this task.

Procedure
2. Review the High-Level Business Requirements Document.
3. Create mySAP.com project and solution.
Define the structure of your project, include only elements that are part of the selected solution(s) and
also the functions that you want to implement.
4. Review the extent of interface development, add-on development (functionality not provided as standard
in the SAP System), and the integration with legacy systems.
5. Refine project scope, as required.

Result
The result of this task is a defined mySAP.com project scope.

1.1.4.5 Define Implementation Methodology

Use
The purpose of this task is to define the methodology. This is done with specific focus on company business
objectives, overall scope, key implementation assumptions and goals. The scope document that is typically
created in the sales cycle is used as a basis for outlining the scope of the project.

It is essential for the success of the project that all parties involved be clear about the methodology and the
deliverables.

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The following critical success factors should be considered when choosing the most appropriate implementation
strategy:

1. What are the available resources?

2. What is the available project budget?
3. What interfaces need to be created?
4. What options are available for replacing existing systems?
5. How many enhancements can be foreseen?
6. How independent are the divisions and business units of the company?
7. How quickly does the company expect to see benefits from integration?

Procedure
Review and confirm the SAP implementation methodology in conjunction with the companyÂ’s overall
implementation strategy. Discuss the proposed implementation methodology and the necessary organizational
change management resulting from the SAP System implementation with the company executives and
management.

 Review the options available for the mySAP.com components implementation.

 Verify if preconfigured systems can be used to accelerate the implementation. Consider using SAP Best
Practices.
 Review the scope document produced in the sales cycle and use it as the basis for discussion and
validation.
 Evaluate different implementation approaches and strategies.
 Determine the implementation methodology: functional sequence, geographical sequence, divisional
sequence, sequence of implementation for each division or business unit, or other breakout (if
applicable).
 Determine the replacement strategy for existing systems.
 Based on the recommended strategy, determine the interfaces to the existing systems (as appropriate),
and define which is the controlling system.
 Confirm and document the mySAP.com components in scope, the implementation approach, and
implementation assumptions.
 Edit the scope document as required.
 Obtain approval from the sponsoring company executive(s).

Result
The result of this task is an approved SAP System implementation methodology.

1.1.4.6 Develop Organizational Change Strategy

Use
The purpose of this task is to develop an organizational change strategy for the project and subsequently create
an appropriate and comprehensive change charter. The change charter should explain the reason for and nature
of the chosen approach to managing change. Recommended roles, procedures and processes should be
outlined. In summary, this change charter serves as the foundation document for all organizational change tasks
and activities.

Procedure
1. Together with the project managers, incorporate the urgency of the need for change into a (new)
definition of the project mission and rationale.
2. Identify main stakeholder groups and their readiness for the proposed change.

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 3. Define project goals and objectives (with special emphasis on particular organizational change goals and
objectives).
4. Design critical success factors for Organizational Change Management (OCM).
5. Identify other change programs in the organization and their impact on the project.
6. Decide on the change strategy and approach.
7. Decide on required roles, procedures and processes to realize the strategy.
8. Document the decisions made.

Result
A high level stakeholder/readiness analysis is carried out.

The change strategy and charter are developed for the project.

1.1.4.7 Create Initial Project Plans

Use
The purpose of this task is to create the initial project plans that include a work plan, a resource plan, and a
budget plan. The results of the project estimation process can be used as a starting point, but more detailed
planning is required.

You may start with a work plan that identifies all the project activities and tasks, as well as their estimated
duration. Then the specific resources required to accomplish those activities and tasks need to be identified. This
includes internal staff as well as external consultants. The plan should also address relative timing as to when
resources are needed. Some resources are required on a full-time basis throughout the entire project, while other
resources are only required for a defined period.

Procedure
1. Develop a work plan of tasks, estimated duration, and estimated start and end dates.
2. Develop a human resource plan (people and days per month) for the project duration.
3. Identify all other resources required for the project implementation.
4. Develop a budget plan, and estimate all expenses by month for the project duration.
5. Review the project plans with the project sponsors.

The initial project plans should include:

1. A work plan of tasks, estimated duration, and estimated start and end dates
2. A resource plan of internal staff and external consultants
3. A list of equipment, such as PCs, printers, networks, computers, and so on
4. An itinerary of project-related resources and activities, for example facilities, external training, and travels
quality audit
5. A budget plan that accounts for hardware and software expenses, training expenses (both on-site and at
SAP), travel expenses, quality audit expenses, and expenses for all other resources needed for the
implementation project

You can use a project management software (for example, Microsoft Project) to help you carry out this task.

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 It is a good idea to have the project plans audited by experienced implementation consultants to make sure
that the tasks, resources and budget estimates are realistic and nothing is left out.

Result
Initial project plans.

1.1.4.8 Define and Select Deliverables for the Project

Use
The purpose of this task is to ensure that the deliverables, or expected outcomes, are well understood by those
responsible for doing the work and those responsible for evaluating the progress. This task should be performed
at the beginning of project planning for each phase of the project. It is important that the link between deliverables
and tasks or activities is clearly understood.

Procedure
 Review suggested deliverables and select those that will apply to the project.
The program leadership team should review this list and select or determine those deliverables to be
used for the project.
 Schedule a meeting to review deliverables.
The (sub-) project team leads and technical team lead should meet with members of their respective
project teams.
 Conduct the reviews.
These reviews are important for a common understanding of the requirements and to enable project
teams, and others responsible for project activities, to plan the appropriate amount of time and resources.
Questions for clarification should be encouraged.
 Initiate quality checklists.
The quality checklists for each phase are used at routine status meetings and at reviews at the end of the
phase to assess and communicate progress.

Result
Expected outcomes and how they are to be evaluated are clearly understood by those responsible for the work
and those responsible for evaluating the progress. This information is used at status meetings and establishes the
criteria for evaluating whether a project can proceed to the next phase.

1.1.4.9 Review Project Charter with Technical Team

Use
The purpose of this task is for the functional implementation team to review the Project Charter with the technical
team. This is to create a common understanding between the functional and technical teams on the Project
Charter:

1. Establish a communication path and information flow with the technical team.
2. Determine the need for technical and system support during project preparation and business blueprint.
3. Review the resource availability and financial and other limits of the project with the technical team.
4. Review the Project Charter and how the technical team is to support the mySAP.com solution.

Prerequisites

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Project Charter documents

Procedure
Review the Project Charter documents with the technical team:

 Review project goals and objectives document

 Review project scope document
 Review implementation methodology document
 Review resources and skills for the project and afterwards
 Review initial project plans

Result: Agreement on the Project Charter and alignment of the technical team with the functional team.

1.1.4.10 Assemble and Approve Project Charter

Use
The purpose of this task is to prepare a consolidated document of the mission statement, business drivers,
business measurements, and project measurements. On a high level, the charter covers elements of initial project
planning, project procedures, and project kick-off. It is important to reach agreement on the project charter
amongst company's executive management, the project sponsor, and members of the project team. Once
approved, the project charter should be presented at the project kick-off meeting.

Procedure
 Gather information for the project charter.
 Gather all relevant documents and consolidate them into a deliverable document, the Project Charter.
Examples of relevant documents are:

1. Project mission statement

2. Project goals and objective document
3. Project scope document
4. Implementation methodology document
5. Organizational change strategy and charter
6. Initial project plans

 Meet with the project sponsor(s) and executive management to approve the project charter.
 Communicate the results to all project team members.

Result
Approved Project Charter

1.1.5 Project Organization

Purpose
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.

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The project administration transaction in the SAP Solution Manager supports you during project preparation and
enables you to carry out all administrative tasks relevant for the entire project.

Prerequisites
The triggers for this activity are:

3. Software License Agreement

4. Professional Services Agreement

The inputs for this activity are:

 Project Charter
 Implementation strategy

Result
The outputs of this activity are:

 Approved project organization

 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.

1.1.5.1 Define Project Organization and Create Teams

Use
The purpose of this task is to clearly define the overall project organization and create the teams that will be
chartered to manage and execute the project plan. After defining specific roles, project teams, and committees,
qualified individuals will be identified and assigned to project teams and committees. In the process each
individualÂ’s strengths, areas of expertise, and time available for the project should be considered. Many of the
key project team roles will be full-time positions, for the length of the project, whereas other roles may only be
required for specific phases of the project.

The following are examples of project roles and responsibilities:

 Project manager
 Steering committee members
 Business process team members and owners
 Application and technical consultants
 Training and documentation team members
 Authorized people for signoff and approval
 Production support team
 Customer competence center
 Change team members

It is recommended to integrate consultants from SAP (or partners) in the implementation project. These
consultants are working on the implementation, and their main goal is to implement the system as efficiently and
effectively as possible – to educate and enable end users to run the company’s business processes with the
highest quality, understanding, and responsibility. During the implementation project, SAP can build and coach
the project team, and provide quality assurance and expert knowledge of application functions, processes,
integration, and technical support.

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Procedure
 Describe the project subject areas. Examples are:

1. Project management
2. Quality assurance
3. Business process
4. Technical implementation
5. Training and documentation
6. Change management
7. Production support

 Describe the project roles.

2. Define the project organization structure.

3. Create project teams and assign identified resources to project teams.

Result
4. Project organization
5. Description of project areas, roles, and responsibilities
6. Project teams

1.1.5.2 Conduct Project Team Transition Meeting

Use
The purpose of this task is to communicate implementation strategy, and project planning information and issues,
directly to the entire project team. This meeting should occur as soon as possible after the project team has been
formed, so that all team members have a good understanding of the project, and can ask questions.

Procedure
The project team transition meeting provides an open forum for information exchange between all project team
members (both company and consultants). Results of Phase 1 planning should be discussed. The main objective
of the meeting is that each team member understands the overall project scope and goals, along with their
individual contribution to the success of the project as a whole.

 Gather the deliverables from the sales cycle and previous planning steps.
These would include:

1. Project Estimator output

2. Project Charter
3. Project organization
4. Initial project plan resource assignments and task descriptions

 Prepare a presentation for the transition meeting.

 Schedule the meeting.
 Conduct the meeting.

19
 You can use a project management planning tool (for example, Microsoft Project) to help you carry out this
task.

Result
The result of this task is the Transition meeting report.

1.1.6 Kick-Off Meeting

Purpose
The first purpose of this activity is to inform all staff members involved about the start of the project.

The goal here is to:

2. Introduce the people involved in the project

3. Present the functionality and benefits of the new solution
4. Introduce SAP and the implementation partners and explain their roles in the process
5. Explain the project plan and the different deliverables throughout the process
6. Show commitment of the Executive Management to this project

In order to eventually:

 Generate some positive excitement amongst the end-user community

The second purpose of this activity is to arrange and conduct a meeting amongst all people directly involved in the
project to accomplish the following goals:

 Motivate the individuals involved and bring them together as a team

 Explain the implementation strategy, timeline, and project goals and objectives
 Clarify team member roles, responsibilities, and common objectives
 Outline key Organizational Change Management (OCM) goals and objectives

 This milestone activity is a critical checkpoint that officially launches the SAP implementation project to
the entire organization.
 Be sure to allow adequate time for questions and answers, as some issues could require clarification.

Prerequisites
The trigger for this activity is the professional services agreement.

The inputs for this activity are:

 Project Charter
 Implementation strategy
 Project organization
 Project plan

Result
The outputs of this activity are:
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  Kick off meeting report (might be in form of a newsletter)
 Copies of presentations, including

o Project Charter
o Change charter
o Project team organizational chart
o Project logistics and standards
o Project work plan
o Communication directory and standards

 Official start of the project, presentation of the input mentioned above, explanation for any issues or
questions about the project from the kick off 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 gain momentum.

1.1.6.1 Conduct Kick-Off Meeting

Use
The purpose of this task is to officially launch the SAP project to the entire organization. The kick off meeting itself
should include a wide group of participants, including senior management, project team members, consultants,
members of the global team in case of roll out projects, and other personnel, as appropriate. This meeting should
proceed with significant energy and enthusiasm to get the project heading in the right direction, and to
communicate key information to as many people as possible.

Procedure
 Bring all the participants together.
 Clarify project goals and objectives.
 Conduct baseline project team risk assessment.
 Motivate the project team.
 Explain the implementation strategy to the project team.
 Explain the critical success factors for the project.
 Clarify roles, responsibilities, time commitments, and skill requirements.
 Provide an open forum for questions from all participants.
 Ensure that results of the project preparation phase are communicated.
 Explain the issue resolution process.
 Communicate and begin to build the team concepts.

Result
Kick off the meeting to inform and motivate the core and extended project team, and to sell the project internally.

21
 1. Ensure that a member of the companyÂ’s senior management opens this event and presents the
objectives of the project.
2. The project manager, as lead of the team, should conduct the meeting.

1.2 Project Procedures and Standards

Use

The purpose of this work package is to establish the principal elements that organize how the SAP
project is accomplished. The activities and tasks in this work package set the groundwork for the SAP
project implementation and provide a baseline of procedures and standards to be referenced throughout
the implementation.

Integration

Project management and implementation standards and procedures are applicable throughout the project.
Almost all other work packages are impacted by these procedures and standards.

Activities

In project management procedures and guidelines, some of the key issues to be addressed are:

 Steering committee and other meeting schedules

 Project monitoring, communication and status reporting
 How change management is handled
 Project documentation

In implementation standards and procedures some of the key areas to be defined are:

 Overall configuration standards for the project

 Initial system authorization standards
 How system enhancements are handled
 How and when testing occurs
Some of the deliverables of this work package are:
 Project documentation standards
 Project Scope Management plan
 OCM plan
 Communication plan
 Team Building plan

1.2.1 Project Management Standards and Procedures

Purpose
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:

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 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
 Project documentation

Prerequisites
The input for this activity is the project organization.

Result:As a result of this activity the standards and procedures for Project Management are clearly defined
and documented.

1.2.1.1 Define Project Documentation

Use
The purpose of this task is to establish standards for project documentation. Although documentation can be time
consuming, you need 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
 End user documentation
 SAP configuration and customizing settings
 Project work papers and internal project team documentation
 SAP design specifications for company-specific enhancements
 Code corrections using SAPNet - R/3 Frontend notes (SAP Notes) or Hot Packages
 Service reports and service documentation

If SAP Services are used to optimize specific tasks in the implementation project, you receive analysis
reports or deliverables from the service provider. These reports often contain proposals for system
configuration, or other types of optimization. Make sure that all service reports are included in the project
documentation to guarantee that it is complete.

The level of detail to be captured for each type of documentation must be defined.

Procedure
 Define standards – Business processes
Use SAP Solution Manager to document the companyÂ’s business processes.
 Define standards – End user documentation
 Define standards – SAP configuration and customizing settings
Document SAP System configuration settings as notes to the IMG configuration task. The following
information should be recorded every time a change is made to the settings:

1. Date and name of the person responsible

2. The change that was made
3. Reason for the change (with a more detailed description) so that the change can be referenced at
a later date

 Define standards – Project work papers and internal project documentation; SAP System design
specifications

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 4. Define standards – SAPNet - R/3 Frontend code corrections and Hot Packages
Standards for applying SAP System code fixes from either the SAPNet - R/3 Frontend, or through SAP
Hot Packages, should be documented.
5. Define standards – Deliverables
Document standards for deliverables.

Result
This procedure will result in project documentation standards.

1.2.1.2 Create Issue and Escalation Management Plan

Use
The purpose of this task is to establish effective procedures to manage and resolve a wide range of ongoing
issues that occur throughout the project duration. Ensure that open issues are documented, reviewed and (more
importantly) resolved in a timely manner. Open issues that cannot be resolved by the project team must be
escalated to project management or the steering committee so that decisions can be made quickly. Timely issue
resolution allows the project effort to continue to move forward.

Procedure
5. Discuss the need for an issue management plan with the companyÂ’s project and senior management.
6. Determine whether or not the customer has an existing system to support issue management and
resolution.
7. If the customer has an existing system, review that to determine if any improvements or enhancements
are required.
8. Document the agreed plan and communicate the plan to the project team members.

Result
The project issues management plan is finalized, documented, and communicated to the project team.

1.2.1.3 Create Scope Management Plan

Use
The purpose of this task is to establish a clear process for effectively managing the extent of the project. During
the implementation, there may be numerous requests to change project scope. Effective project management
requires, that scope be clearly established and aggressively maintained. To make changes to the project scope
during the implementation, an approval process must first be clearly defined – all changes must be fully
documented, including expected impact on both budget and project schedule.

Procedure
1. Establish clear guidelines.
Establish clear guidelines with project team members, the extended company project team, and senior
management regarding the project scope. This is documented in the Business Blueprint document
deliverable in Phase 2.
2. Follow the guidelines after approval of the Business Blueprint document.
After approval of the Business Blueprint document, the actual scope with related business processes,
24
 SAP functions, interfaces, data conversions, SAP enhancements, custom reports and so on is
documented and agreed. Subsequent to the Business Blueprint document approval, any requested
changes in scope must follow these guidelines:
Requested scope changes must be submitted in writing to the project manager. Justification for the
change must be clearly explained, for example – This report is now required to satisfy the new sales
territory XXX.
3. The project manager assesses the impact.
The project manager must then assess the cost, along with any additional resources required, and
schedule impacts of incorporating this change in the SAP development and implementation schedule. All
requests should be considered, but only essential scope additions should be approved, for example, a
change the company may require to maintain a competitive advantage in its industry.
4. Recommendations are made by the project manager to the steering committee as appropriate.
5. The project manager, steering committee, and the project sponsor must agree on all inclusions or
exclusions.

Result
Scope management plan is created.

1.2.1.4 Create Organizational Change Management

(OCM) Plan
Use
Following the change strategy and charter, this task initiates the process of managing the human risks of the
project. The Organizational Change Management (OCM) Plan is the tool, which helps to record and prioritize
activities aimed at mitigating human and organizational change risks.

The OCM Plan lists:

1. OCM risks
2. Impact/likelihood of the risks
3. Proposed activities to mitigate the risks
4. Person responsible for each of the activities
5. Timing of the activities
6. Measure of success
7. Status of risk mitigation

At this stage in the project the OCM Plan is created. However, the OCM Plan is a dynamic document. It has to be
updated regularly throughout the life of the project. Monitoring the OCM activities on the OCM plan usually
happens as part of regular project progress meetings. Findings from risk assessments and other feedback
mechanisms are used to update the OCM Plan.

Prerequisites
The inputs for this task are the Change Strategy and Change Charter.

Procedure
 Revise findings from high level stakeholder analysis carried out for the Change Strategy and Charter.
 Revise OCM risks and activities accelerators and identify relevant risks.
 Create a list of project-specific OCM risks and their impact/likelihood.
 Decide on appropriate activities, persons responsible, and measures of success.
 Align timing of OCM activities with other activities in the project and in the business.

25
  Define and implement a process for assessing new risks, agreeing on OCM activities, assigning
responsibility and monitoring progress on OCM activities and risk mitigation.
 Assign activities.
 Define and communicate the process for managing the OCM plan, which includes sharing information
between Core and Extended Change Team members.

Result
A company-wide OCM Plan has been created and the OCM process has been initiated.

1.2.1.5 Create Draft Communication Framework and

Plan
Use
The Communication Framework and Plan is a document created in response to clear risks identified in the OCM
Plan. At this stage in the project, it is unlikely that resources and information are available to complete formal
stakeholder analysis and risk assessment for the communication plan. However, the creation of a draft document
is recommended to help decide on the appropriate communication activities required to launch the project.

The Draft Communication Framework and Plan should list the following information as available:

1. Stakeholder groups/audiences
2. Communication needs/messages (that is, what are the questions in each of the phases that the different
audiences want to have answered)
3. The communication channels (often also audiences)
4. Communication vehicles (presentations, roadshows, newsletters, posters, e-mails, videos, tapes,
competitions, telephone calls, face-to-face interviews, and so on) for each stakeholder group
5. A list of specific communication activities, their timing, measure of effectiveness, person responsible,
status, and relevant risk(s) in the OCM Plan

In the Blueprint Phase the Communication Framework and Plan need to be formalized, outlining the
communication processes that have been agreed on. Just like the OCM Plan, the Communications Plan is a
dynamic document. The plan is updated regularly throughout the life of the project.

Procedure
 Revise findings from high level stakeholder analysis carried out for the Change Strategy and Charter
(identify audiences and communication channels).
 Revise OCM risks and activities.
 Decide on communication processes, messages and success measures for the different audiences with
particular emphasis on project initiation (create draft document).
 Ensure that responsibility for specific communication activities is assigned and accepted.
 Help create and deliver first communication messages.

Result
1. Draft Organizational Communication Plan
2. Communication events and materials

1.2.1.6 Create Team-Building Plan

26
Use
The purpose of this task is to ensure that the people selected for the project can work together efficiently. Internal
staff are often taken out of their normal role, many are replaced in their previous roles. In some cases, this might
even include a geographic move. In other cases, they may still be expected to carry on with their previous tasks in
the same location while also contributing to the project. In all cases, there is a group of employees and
consultants who are suddenly expected to work together as a team. This can be particularly challenging as team
members can have very different backgrounds and knowledge. Often, they will also have different working habits
and interests. These factors can all contribute to potential conflicts at work and impact their productivity.

The team-building plan is a plan of activities aimed at eliminating or minimizing barriers to working together
towards a common purpose. In many cases team-building activities are social events that help identify issues and

 Giving out awards or gifts upon completion of specific milestones

 Social events for celebration or workshops

It is recommended that team building events be scheduled throughout the implementation. It is not necessary to
spend a lot of money for these team-building activities but they should always have a purpose and carry a clear
message.

Procedure
 Identify barriers to productive teamwork.
 Decide on activities that can overcome those barriers and schedule social events.
 Budget team-building expenses.

In many cases, the team building plan includes the following activities:

1. Prepare for kick off meeting.

2. Find/decide team name and team logo.

Both activities are aimed at building a team identity, which can focus team member attention towards a
common purpose.

Result
Team building plan

When planning group activities, allow for peopleÂ’s health limitations as well as ethnic, gender, and religious
concerns.

1.2.1.7 Define Strategy for Using SAP Services

Use
The purpose of this task is to define the strategy for using SAP services during the implementation phases, as
well as for Continuous Improvement during production operation of the SAP System.

SAP provides services that are linked to the project phases. These services are tailored to meet your individual
needs. SAP's Training and Consulting (Professional) Services complement the Support Services, which are
included in the purchase of your SAP System. Training and Consulting (Professional) Services are charged on an
extra basis.
27
Procedure
Get information about the SAP services via the SAP Service Marketplace at http://service.sap.com.

Decide which of the SAP services you want to use.

The clear structure of the SAP services documentation helps the decision-making process.

Decide when each SAP service is required according to your project plan.
The date of using a SAP service must be agreed upon with the service provider.

3. Include the costs for the SAP services in your budget plan.

4. Document your decisions in your project documentation.

Result
The strategy for using SAP Services is defined. SAP Services are scheduled and included in your budget plan.

It is useful to have a look at the SAP Service Marketplace (http://service.sap.com) from time to time to get the
most current information on SAP and partner offerings.

1.2.1.8 Define Post-Implementation Service and

Support Strategy
Use
The purpose of this task is to begin the planning process for user support required in a live environment. Even at
this early point in the project, the planning should be done at a high level, as more detailed activities occur in later
phases. It is important to establish basic strategy and guidelines at this phase, and make sure all appropriate
personnel are involved early.

If you are a value contract customer you should set up a Customer Competence Center (CCC) which is supported
by SAPÂ’s CCC Program. In order to make this a working organization at the Go Live date it is necessary to begin
preparing for it very early in the project. SAP supports customers with the SAP Partner Support Service to build
up and run the CCC. CCCs have lots of tasks such as an internal help desk, participation in implementation
projects, and strong involvement in preparing and carrying out end user training.

Procedure
5. Identify the high-level criteria for creating the end user help desk.

1. Approach to support (centralized or decentralized)

2. Help desk staffing (Consider using project team members, such as the power user.)
3. Training for help desk providers
4. Application-specific or system-wide
5. Physical location of the help desk(s)
6. Integration into the companyÂ’s existing help desk structure

 Determine the service level agreements internally, based on the future internal SAP help desk
organization. These service level agreements should be agreed upon with the other project teams. Set an
appropriate date for availability of the SAP help desk organization.
28
  Document the end user help desk strategy for subsequent implementation.
 Identify the high-level criteria for using SAP Services after the Go Live phase.

2. The use of the SAP System is characterized by continual change. Aspects such as system upgrades or
archiving data are relevant for every customer, while others, such as database migration or data
conversion, may only be relevant for a few customers. Most of these continual changes are unknown at
this stage of the implementation project. Nevertheless, it is recommended that you get an overview of the
SAP Services, which cover several types of these changes.
3. As SAP is in an ongoing process to enhance the service products, it is useful to look at the SAP Service
Marketplace (http://service.sap.com) to get the latest information.
4. For most customers the SAP EarlyWatch® Service and SAP EarlyWatch® Alert are important services to
improve system performance.

Result
Post-implementation support strategy

1.2.1.9 Determine Quality Standards

Use

The purpose of this task is to determine the level of quality and risk management for your SAP
implementation. In addition to internal reviews used by managers responsible for the project at or near
the end of each phase, it is also recommendable to have an independent review of your project to
identify potential risks and issues that can delay the implementation process.

Procedure
 1. Determine what quality or risk management is necessary for your implementation
To identify issues or potential risks to your project, it is suggested that you use the SAP Review Program
at different stages. It provides an independent review, and helps you identify and manage these potential
risks. This SAP Review Program will be found along the roadmap at the end of each phase.
 2. Set up a review schedule for your project
Contact the quality reviewer for your project, and determine a review schedule.

Result

Plans to conduct quality or risk management. A documented process and standards for monitoring the
progress and quality of projects as they advance through the phases of the methodology.

1.2.2 Implementation Standards and Procedures

Purpose
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 in 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:

29
1. Overall configuration standards for the project
2. Initial system authorization standards
3. How system enhancements are handled
4. How and when testing occurs

Prerequisites
The inputs for this activity are:

 Project organization
 SAP implementation strategy

Result
Implementation standards and procedures are clearly defined and documented.

The outputs of this activity are:

 Configuration standards
 End user training and documentation strategy
 Testing strategy
 Post-implementation support strategy
 System authorization standards for project team
 System problems and errors handling procedures
 System enhancement and modification approval process

1.2.2.1 Define System Configuration Standards

Use
The purpose of this task is to establish project standards for those performing system configuration updates and
changes and to keep track of when these updates and changes are done. It is critical that the entire project team
clearly understands how this process works, and that only a relatively small number of individuals be authorized to
make changes to the SAP configuration. In addition, there are some dependencies in terms of client configuration
and overall system landscape.

Procedure
 Determine which users are authorized to configure the system.
 Determine configuration procedures, for example, to use change requests from the SAP Correction and
Transport System.
Guidelines could be: Use one change request per process group.
 Document the use of SAP standard configuration settings
For each type of configuration settings (general settings, organization settings, master data settings and
transaction settings) you need to define and document the standards and for changing the standard
configuration.
Guidelines are:

1. Use the standard, whenever possible

2. If changes are required, decide whether to copy a standard setting
30
 3. Use naming conventions for customer-specific settings

 Define the procedure for communicating changes to already implemented configuration settings
For example, how a project team member should document a change.

Result: Configuration standards

During the course of your implementation project, you can use the SAP Solution Manager to adapt the business
processes from a Best Practices for mySAP.com solution to suit your organization.

Best Practices for mySAP.com allow you to quickly build up an evaluation system in which you can run and test
the business processes relevant for your enterprise. Best Practices for mySAP.com also support the technical
setup of development, quality, and production systems.

1.2.2.2 Define System Authorization Standards for

Project Team
Use
The purpose of this task is to define standards and policies for creating user master records for project team
members. An appropriate authorization concept should be worked out for the implementation efforts in the
system, both to allow the users access to all necessary activities in the system and to prevent users from making
unintentional or unskilled changes in other system areas.

Procedure
When the development (DEV) system is first installed, configurators or customizers, developers, system
administrators, recent trainees, and other project members comprise the bulk of the SAP users.

4. Initial state
Most users in a newly installed SAP System begin with the SAP_ALL authorization profile in their user
master record. This profile allows a user to perform all tasks in an SAP System.
5. First steps
At this time, the authorization administrator should be learning the SAP authorization concept. Initially, it is
recommended you use one of the SAP delivered activity group templates.
6. Limiting the number of superusers
There should be a very limited number of superusers in each system.
7. Using the Profile Generator
Using the Profile Generator, the security administrator develops activity groups and authorization profiles
in the DEV system.
8. Documentation of authorization design
Documentation is especially important from the beginning. It helps future rollouts of the project go
smoothly. Documentation is essential to pass on authorization administrator functions to other project
members and is required by auditors.
9. Cooperation with client copy activities
The authorization administrator should work closely with the administrators who are responsible for client
copies. End users, activity groups, authorization profiles, and authorizations are all client-specific.
10. Cooperation with ABAP Development Workbench users
The authorization administrator should work closely with the developers to enforce security standards for
new ABAP programs and transactions.
11. Cooperation with corporate auditors
The authorization administrator should now consider involving the corporate auditors. It is recommended

31
 you involve the corporate auditors at the beginning so their requirements are incorporated in the
development efforts.

You can use the following tools to help you carry out this task:

1. Profile Generator
2. SAP Easy Access

Result
An authorization concept for the duration of the implementation project has been defined. This concept is focused
on the needs of the project teams in the development and quality assurance testing system.

1.2.2.3 Define Testing Strategies

Use
The purpose of this task is to establish overall strategies for testing that can be followed throughout the duration of
the project. There are many different types of testing that occur during the project, and each plays a critical role in
its ultimate success. Testing strategies should include:

 Unit Testing
 Scenario Testing
 Development Testing
 Integration Testing
 Technical System Testing (Technical functionality and performance)

Later in the project, the specific testing plans are defined in greater detail. However, it is also necessary to
establish an overall testing strategy during this phase of the project.

Procedure
 Review your testing approach.
Testing is performed throughout the Realization phase and it can be difficult to grasp all the areas and
relationships.
The following areas are examples:

1. Baseline configuration and confirmation

2. Final configuration and confirmation
3. Final Integration Test
4. System Management
5. Develop Conversion Programs
6. Develop Application Interface Programs
7. Develop Enhancements
8. Create Reports and Forms

Make sure to become familiar with the task descriptions, and all related documents.

 Determine your testing constraints.

You first determine the constraints you have that may conflict with testing. For example, if you must
implement at the beginning of a calendar year, it is important to state this.
Every project is different, and your testing strategy must be tailored to your particular project

32
 circumstances and conditions. If you are looking for a rapid implementation, testing can be compromised
in selected areas with the added risk of reduced testing. This is a conscious decision you must make in
advance.
 Determine your testing strategy.

1. Unit and scenario test

Identify the criteria to be used for testing the configuration settings during Baseline and Final
Configuration. This test indicates that the configuration is operating according to your needs.
2. Integration test
Identify the criteria to be used for final integration testing of the business process scenarios using
live data from the conversions. This is the final business process test of the process before
starting production. The test concludes with a message stating whether the system is acceptable.
3. Performance test
Identify the strategy for testing the volume and peak capacity on the hardware. Once you have
tested the system integration, you need to test the system on the target hardware to ensure there
are no potential performance issues. Approval of this strategy is required.

 Document your testing strategy and develop your test plans accordingly.

Result
Project testing strategy

1.2.2.4 Create Implementation Standards and

Procedures Document
Use
The purpose of this task is to create the Implementation Standards and Procedures document. This document
consolidates the many implementation standards and procedures for development activities listed below:

4. Defined System Configuration Standards

5. Defined Testing Strategies
6. Defined Post Implementation Service and Support Strategy
7. Defined System Authorization Standards for Project Team
8. Determined System Problems and Errors Handling Processes
9. Defined System Enhancement and Modification Approval Processes
10. Defined Naming Conventions

Prerequisites
All relevant Implementation Standards and Procedures are already defined.

Procedure
Gather all relevant documents and consolidate them into a deliverable document with the title Implementation
Standards and Procedures Document.

Result
Implementation Standards and Procedures Document distributed to all project members.

33
 1.2.2.5 Conduct Standards Meeting
Use
The purpose of this task is to prepare and run the project standards meeting. The preparation means collecting
the information on implementation standards and identifying the presenters, as well as a decision on where and
when to hold the meeting. All members of the project team should attend this meeting and adequate time should
be allotted for discussion, as some members might require more detailed explanations. It is imperative that all
team members understand and adhere to the implementation standards.

It is also important that the team is reminded of the value-oriented approach and the impact of Key Performance
Indicators (KPIs) on the project implementation.

Procedure
 Identify participants (internal and external) and assign presentation topics to them.
 Set the agenda.
 Assemble the documents and project standards for distribution.
 Reserve suitable conference room(s) and send invitations well in advance.
 Present and explain the benefits of project standards and procedures.
 Present a short presentation on KPIs.
 Make (minor) adjustments, if needed, to the standards and procedures during the meeting.
 Discuss and answer questions. Approve implementation standards.
 The following project standards and procedures have been defined in the activities Define Project
Management Standards and Define Implementation Standards and Procedures:

1. Project meeting schedules

2. Forms for agendas, minutes, and status reporting
3. Documentation standards
4. Issue and scope management plans
5. Project planning and monitoring standards
6. Configuration standards
7. System authorization standards for project team
8. System problems and errors handling procedure
9. System enhancement and modification approval process

Result
Approved project standards and procedures.

Create one central document with a list of all project standards, and where-to-find detailed information about
them. The document should be easily accessible to team members.

1.3.1 Project Plans and Deliverables

Purpose
The purpose of this activity is to review the project plan, status the situation, identify the deliverables and manage
the deviations, if any. Project status will affect budget, timeline and resources, and also the go live date.

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Prerequisites
The trigger for this activity is the completion of a phase.

The input for this activity is the Project Plan, and the Project Status Reports from the previous phase.

Result
The outputs of this activity are:

 Refined Project Plan for the phase

 Updated Project Plan
 Definition of a strategy of how to manage the deviations

1.3.1.1 Identify Deliverables for the Current Phase

Use
The purpose of this task is to ensure that the deliverables or expected outcomes are known by those who do the
work and those who evaluate progress. The deliverables were identified in Phase 1 as part of the Project Charter
activity. It is important that the link between deliverables and tasks is understood.

Procedure
Follow these steps to carry out this task:

1. Schedule meetings to review deliverables.

The project leader must schedule a team meeting at the beginning of the phase to review deliverables for
the current phase.
2. Conduct reviews.
These reviews are important for a common understanding of requirements and to let the project team
plan time and resources. Leaders should encourage questions for clarification.
3. Initiate the Quality Checklist form.
The Quality Checklist is used at status meetings and at reviews at the end of the phase to assess and
communicate progress. The Quality Checklist document for the current phase must be populated with the
deliverables selected for this phase.

Result
Those who do the work and those who evaluate progress are aware of expected outcomes. This information is
used at status meetings and defines criteria for evaluating if a project can proceed to the next phase.

1.3.1.2 Refine Initial Project Plans

Use
The purpose of this task is to monitor the project and refine the project plan to reflect the tasks that are behind
schedule so that major milestone dates are not missed. The project plan must always be kept up-to-date, and its
status should be communicated to every project team member.

35
In case of any problems, the project management decides on the corrective actions necessary to put the project
back on schedule; for example, acquiring additional resources to complete a task, or expediting a task, as
appropriate.

Procedure
1. Analyze the project status with respect to overall project schedule, planned target dates, milestones, or
task completion dates.
2. Explore possible changes to resource assignments, project scope, or planned task start and end dates.
3. Take corrective action, as necessary, to put the project back on track.
4. Use the detail status collected in the project status meeting to update the project plans.
5. Update the project task plan on a weekly basis. Budget and resource plan may be updated monthly.
6. The project manager, or team leads, should review the project plans for updates.

o You can use all the reports and tools used to prepare for the status meetings to help you carry
out this task.
o To fine-tune the project plan on a timely basis, this task should be accomplished weekly.
o For tasks that are either in progress or not started, determine new completion dates, if necessary.

Result
Current and updated project plans.

1.3.1.3 Manage Deviations

Use
The purpose of this task is to manage the project deviations. At the beginning of each phase it is necessary to
look back at the project status and reflect on the deviations or gaps against the original project plans. Refine the
initial project and program plans to reflect the new realities. The primary purpose here is to see whether the
project could be put back on track and meet the original cost and schedule. The project management must decide
on the corrective actions necessary to put the project back on schedule; for example, acquiring additional
resources to complete a task, or expediting a task as appropriate.

Procedure
1. Analyze the overall project/program status with respect to project schedule, milestones, deliverables,
resources and cost.
2. In case of deviations, explore possible changes to resource assignments, project scope, or planned start
and end dates of the future activities.
3. The project manager should review the project plans, take corrective actions, as necessary, and devise a
plan to put the project back on track.

Result
Current and updated project plans.

1.3.2 Status Meetings and Communication

Purpose

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The purpose of this activity is to construct a formal communication framework supporting the implementation. This
framework outlines the approach for sharing project-related information with all stakeholder groups and outlines
the activities to be carried out. At an early stage in the project, it is unlikely that resources and information are
available to complete formal stakeholder analysis and risk assessment for the communication plan. However, the
creation of a draft document is recommended to help decide on the appropriate communication activities required
to launch the project. In the Business Blueprint Phase this plan needs to be formalized, outlining the
communication processes that have been agreed on. Thus the Communication Framework and Plan is a dynamic
document, which is updated throughout the whole project.

The Communication Framework and Plan should list the following information as available:

 Stakeholder groups/audiences
 Communication needs/messages (that is, what are the questions in each of the phases that the different
audiences want to have answered)
 The communication channels (often also audiences)
 Communication vehicles (presentation, road shows, newsletter, posters, e-mails, videos, tapes,
competition, telephone calls, face-to-face interviews, etc.)
 A list of specific communication activities, their timing, measure of effectiveness, person responsible,
status, and relevant risk(s) in the OCM Plan

Prerequisites
The Project Management Standards and Procedures activity is complete.

The triggers for this activity are:

 Communication Framework and Plan (especially schedule for status meetings)

 Major progress is confirmed by the project manager or

 Major scope change is approved by the steering committee of the project.

The inputs for this activity are Project Management Standards and Procedures for planning and monitoring the
project, especially a draft of Communication Framework and Plan.

Result
The outputs of this activity are:

 Status meetings are held on a regularly scheduled basis.

 The project is monitored using regular status meetings.
 Communication is maintained between the project and stakeholder groups.

o Documents, presentations, or events for this information update for:

 Participants in the project,

 Business leaders of the relevant business units,
 Other parties in the company or the corporate group

o Awareness and support from the relevant people

For a multi-national project, consider multi-language communication.

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 1.3.2.1 Conduct Project Team Meetings
Use
The purpose of this task is to plan and run the project team status meetings and follow up on the action items.
The project manager plans and runs the meeting. He or she fosters a common understanding of the next steps,
collects agenda items from the team leads, and assigns action items. The project manager and the team leads
collect information on the current status of the various project activities and tasks, and report on the status of the
open action items. The project manager monitors the progress of the assigned action items.

The project manager facilitates this meeting, which normally takes place on a weekly basis. The attendants
discuss the latest status of the project activities and report on the status of the issues previously assigned to
them. Depending on the project size, only the team leads or the entire implementation team may attend.

Procedure
1. Determine who should attend the project status meeting.
2. Send written invitations or reminders to people attending the meeting.
3. Determine the needed information, collect and compile any reports.
4. Prepare the agenda for the meeting.
5. Create any necessary summary reports to be presented to the management.
6. Attend the project team status meeting.
7. Present individual project team membersÂ’ status reports.
8. Present the project managerÂ’s summary report.
9. Determine and assign action items to responsible team members.
10. Verify the time and place of the next status meeting.
11. Monitor the progress of the action items.

 The project manager can delegate the responsibility for the follow-up to others, but he or she is ultimately
accountable for ensuring that action items are accomplished.
 The project manager obtains weekly status reports from his or her team members and monitors the
progress of the project activities and tasks.
 The project manager collects data, measures the progress, and calculates the project status against the
baseline plan. Measures for the status are timeline, task completion dates, milestones, and resources
expended.

1.3.2.2 Conduct Steering Committee Meeting

Use
The purpose of this task is to conduct the steering committee meeting and monitor the progress of the action
items. All project issues that have an impact on the project milestones, deliverables, completion date and cost
should be discussed in the steering committee meeting.

The steering committee should understand all important project issues and make appropriate decisions to keep
the SAP project on track. This task includes gathering the updated action items status, communicating steering
committee decisions, and ensuring that decisions are carried out.

Procedure
1. Determine who should attend the steering committee meeting.

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 2. Send written invitations or reminders to the steering committee members.
3. Collect necessary information to be presented to the steering committee, for example, from project status
meeting(s).
4. Create necessary reports for the steering committee meeting.
5. Attend the steering committee meeting.
6. The project manager facilitates the meeting.
7. Present the project managerÂ’s summary report.
8. Discuss and resolve issues requiring steering committee attention.
9. Determine the new action items.
10. Assign action items to the project team members.
11. Monitor the progress of the action items and, if necessary, intervene to make sure that they are
completed.

The steering committee meeting also keeps senior management involved in the project and ensures that
management maintains a strong sense of commitment to the project. The meeting should have a positive tone
communicating project accomplishments to senior management. Steering committee meetings should be held at
least monthly, ideally every two weeks.

The project manager can delegate responsibility for follow-up to others, but the project manager is ultimately
accountable for making sure that action items are resolved.

You can use the following documents to help you carry out this task:

 Project plan
 Weekly team member status report
 Weekly project status report
 Monthly progress status report

Result
The steering committee meeting is conducted. The steering committee makes necessary decisions in a timely
manner and remains involved and committed to the project.

1.3.2.3 Communicate Progress

Use
The purpose of this task is to implement the communication framework and plan. The minimum/typical goals for
the first phases of the project

 Project Preparation
 Business Blueprint

are as follows:

Project Preparation

The organization has no real knowledge of the project. During the project preparation, communication is typically
aimed at gaining personal commitment from the members of the stakeholder groups.

The goal of the communication at this phase is to:

 Launch the project

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  Explain the reasons why the company is embarking on it
 Provide an overview of the scope/timing of the project
 Describe its importance to achieving the companyÂ’s vision
 Engage the organization in the projectÂ’s delivery

An important point to note is that the communication process starts as soon as the project is announced. The
announcement mechanism in itself is communication and needs to be managed to reflect positive and high-level
support for the project without entering into too many details which are yet unknown at this stage. However, it is
recommended that, once the communication plan is created, the announcement is listed and the goals and
measures of this action are included. Additional communication may be required to mitigate the risks that were
targeted by the announcement.

Business Blueprint

At this stage of the project only a minority within the organization will understand the project conditions and aims,
including scope and timing. At this phase the messages should:

 Reinforce the reasons why the company is carrying out the project and its significance to the companyÂ’s
vision.
 Describe in more detail how the system is being developed.
 Start to describe at a macro level how some of the companyÂ’s processes might change and show the
benefits associated with this.
 Celebrate/communicate successful progress to date.

Procedure
1. Create/Modify the Communication Framework and Plan
The first deliverable to control and manage communication is to create a Communication Framework and
Plan. The plan must make explicit that activities should be risk-focused, allow for prioritization of
mitigating activities (based on the severity of risks), and be linked to clear measurement of success.
Once the plan has been created it needs to be agreed and signed off by the project team management
and the sponsorship group. It is advisable to review and, as appropriate, revise the communication plan at
least once every three weeks. Ideally, a review of the communication plan and activities should happen
during weekly project meetings.
In order to decide on the appropriate actions, the communication plan at the beginning of the project has
to include the following:

o Information about the environment of the organization and the context of communication. For
example in a manufacturing environment where many of the shop floor workers do not have
access to PCs or email it does not make sense to have email communication.
o Strategy of communication for the mySAP.com implementation.
This is an important element of the planning activity. The strategy of communication for the
project should include information about:

 The stakeholder groups and their needs

 The expected messages to the different stakeholder groups at each phase of the
implementation
 Recommended vehicles and their formats for communication (including brand creation)
and how they mitigate specific risks
 Measures of success for the plan
 How other communication activities across the organization synchronize with this
 How the plan will be executed
 Guidelines about the use of a central communication function (if applicable)
 The role of external consultants
 The roles and responsibilities of the OCM team members
 The use of the organizational risk assessment (see Risk Assessment and OCM Plan
White Paper) and of communication effectiveness assessments (see below) in modifying
the actions of the communication plan.

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 2. Develop and Publish Communication Vehicles
This is the "doing" element of the communication plan and will result in the development and publication
of the messages and vehicles described in the plan. The main activities will be:

o Confirm the messages to be delivered and the target audiences

o Agree on the measures of success
o Create the message and vehicle for communication (e.g. newsletter, intranet, speech, memo)
o Gain approval and sign off the message and vehicle
o Publish/announce.

3. Monitor/Assess Effectiveness
Having executed part of the plan, it is important to gain feedback on the effectiveness of the individual
communication activities. The three main mechanisms for achieving this are:

o The Organizational Risk Assessment.

This is a periodic assessment of the perceptions of risk to the projectÂ’s success. Many questions
on the Risk Assessment are around the quality of communication, especially in the early days of
a project. The results of this assessment can be used as separate measures and/or be traced
over time.
o The Communication Effectiveness Assessment.
It is an assessment specifically designed to monitor the effectiveness of the communication
vehicles and messages. This assessment is likely to focus on the interpretation of the messages
by asking stakeholder groups about their understanding and awareness of project process, or
monitoring behavioral changes expected as a result of the information received.
o The Communication Effectiveness Measures.
Ideally the measures are quantifiable and allow for comparison and evaluation of the findings
collected in the effectiveness assessment.

Result
 All employees in the company or corporate group know the latest status of the mySAP.com
implementation.
 All business leaders are aware of project progress and expect that delivery of the system will contribute to
business results.
 All project participants are aware of project progress (achievements and issues).

1.3.2.4 Conduct Team Building Activities

Use
The purpose of this task is to plan and coordinate an event outside regular project activities that allows for
relaxation, and strengthens relationships among project and change team members.

Procedure
1. Conduct the scheduled team building events planned in Phase 1, Create Team Building Plan.
2. Select appropriate team building exercise(s)

You can use the team building plan to help you carry out this task.

Result

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Team communication and morale is enhanced, helping to ensure a successful and fun project.

When planning group activities, make allowance for peopleÂ’s health and physical abilities, and
their ethnic, gender, and religious concerns.

1.4 Training Plans

Use
The purpose of this work package is to create a plan for and to conduct Level 1 project team training.
Furthermore, a strategy for user training and documentation will be defined.

Activities
During this phase, the end-user training and documentation strategy is analyzed and a training plan and schedule
for the SAP project team will be established in accordance with the overall implementation strategy. A project plan
needs to be created that will be the basis of the end-user training and documentation implementation.

Level 1 project team training will be conducted.

Deliverables of this work package are:

 Training Curriculum for Level 1

 End-User Training and Documentation Strategy Analysis
 End-User Training and Documentation Project Plan

1.4.1 Conduct Project Team Training (Level 1)

Purpose
The purpose of this activity is to conduct Level 1 project team training so that team members can obtain an
overview of the SAP System(s), navigation skills, and integration knowledge. This training is a prerequisite to the
business process courses (Level 2 training) and helps the project team to match your companyÂ’s requirements
with SAP functionality during the Business Blueprint phase.

Prerequisites
The project team agreed on a plan and a schedule concerning time and scope of the project team training.

Result
The output of this activity is that all project team members have attended Level 1 courses and, as a result, have
an introduction to SAP, navigation skills, and knowledge of the major integration points of the system.

1.4.1.1 Prepare for Level 1 Training

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Use
The purpose of this section is to prepare for Level 1 training. Individual training classes can be held at SAP
facilities or at your company site. If training is conducted at your company site, you will need to address logistical
requirements such as facilities, equipment and training materials.

Procedure
1. Confirm that students have been registered. If students are already registered, go to the next step.
Otherwise, do the following:

o If you need to register or re-schedule any project team members for SAP classes:

 Access the SAP Educational Services Website, www.sap.com/usa/education.

 Call the toll-free number listed in the SAP Educational Services Website.

o Obtain class confirmation from SAP.

2. Communicate the dates, times, and locations to all the team members.

3. Complete logistical arrangements:

o If classes are to be held at the company site, arrange for the necessary facilities, equipment,
training materials, and transportation.
o If classes are to be held at an SAP facility, make travel arrangements for project team members.

Result
Project team members are scheduled for the appropriate SAP training classes. Logistical plans (such as facilities,
travel arrangements) are made and implemented. Project team members are notified of training dates, times, and
locations.

1.4.1.2 Attend Level 1 Training and Assess Post-

Training Skills
Use
The purpose of this task is for each team member to attend the Level 1 courses. This training provides the project
team with an overview of the SAP System and helps them formulate the conceptual design of how the System
can be used for the companyÂ’s business requirements. It also shows them that the System is highly integrated,
so they must work together to ensure a successful implementation.

After initial training is completed, you may want to conduct post-training assessment to ensure that project team
members are ready for Business Blueprint activities.

Procedure

43
 1. Determine project team member expectations of what they will learn during the training.
People new to systemsÂ’ implementations sometimes have unrealistic expectations about what they will
learn during training. Level 1 training covers the basics of the application and technical areas,
navigational skills, and integration points. Project team members should understand that training rarely
answers all their questions or implementation issues. The team members learn more and apply their SAP
System knowledge throughout the project.
2. Project team members attend SAP training classes either at your companyÂ’s site or at an SAP training
facility.
3. Although there is no formal test designed by SAP, you may want to have project team members begin
discussing integration points, navigational concepts, and how these features will influence the
implementation. You may also want to ask the project team members about the effectiveness of the Level
1 training classes.

Result
Project team members have been introduced to the SAP System, navigation skills, and major integration points of
the System. They are now ready to proceed to the Business Blueprint and take the Level 2 classes. These will
teach them the business processes and technical details of the SAP System.

1.4.1.3 Deliver Organizational Change Management

Training
Use
The purpose of this task is to provide the project team with the essential concepts of organizational change
management (OCM), that is, common organizational change risks and recommended risk management activities
such as communication, sponsorship and leadership, organizational optimization, and project team management.

Part of the project team management can be team building. Team building exercises may be included as part of
OCM training to encourage the project team to work as a highly productive team. Team building elements
embedded in the training can help those attending to develop the understanding, skills, and motivation needed to
work effectively with members of the core teams and those teams responsible for the changes.

Prerequisites
The input for this task is a plan for team building activities.

Procedure
1. Perform an assessment of the team needs.
2. Select training resources.
3. Finalize content, approach, audience, and schedule.
4. Deliver training.
5. Review the effectiveness of the training (against needs).

Result
The project team is aware of the organizational change purpose and likely activities.

1.4.2 End User Training and Documentation Strategy

Definition
44
Purpose
The purpose of this activity is to define the end user training and documentation strategy and to develop a work
plan. You will begin with an assessment of the needs of the end users create a project plan that will be the basis
of your end user training and documentation implementation.

Prerequisites
The trigger for this activity is the education of the end users on the business needs and functions of the SAP
System.

The prerequisites for this activity are:

 AcceleratedSAP (ASAP) end-user training and documentation methodology, which includes all
documentation and accelerators located within the AcceleratedSAP Implementation Roadmap Subject
Area Training and Documentation (encompassing aspects like end-user training, project team training,
and documentation).
 Implementation strategy/plan
 Implementation project plan
 Implementation budget and resource plan(s)

Result
The outputs of this activity are:

 Draft versions of the following:

o End User Training and Documentation: Needs Assessment

o (Preliminary) End User Training and Documentation Work Plan
o (Preliminary) End User Training and Documentation Plan

 The meeting agreement of the end user training and documentation project proposal must be signed by
all involved parties.
 This activity is complete when all members of the project including project management, project sponsors,
key stakeholders, and the implementation team are in agreement with the tasks and plans involved in
developing and delivering the end user training and documentation project.

1.4.2.1 Assess End User Training Needs

Use
The purpose of this task is to gather information that will be used to define the End User Training and
Documentation Plan. The Needs Assessment includes questions about the business impact and processes,
project timeline, objectives, information technology infrastructure, end user audience, etc.

Procedure
1. Review and modify the sample End User Training and Documentation: Needs Assessment.

Review the sample needs assessment before you distribute it to relevant personnel. Try to eliminate any
questions that are irrelevant, or that have already been answered; and add company-specific questions.
Coordinate with the implementation team to ensure that all needs are identified.

45
 2. Identify appropriate resources to answer the assessment.

Work with relevant personnel to answer the questions. For example, interview key stakeholders, project
managers, business process teams, human resources, and others as appropriate.

3. Conduct interviews.

Distribute the assessment in advance to those being interviewed so that they have adequate time to
prepare for the interview sessions. Also encourage them to provide hard-copy responses to the questions
(e.g., process and script lists, job descriptions, and project plans), to accelerate the information gathering
process.

o Interview the project manager.

The project manager should provide basic information about the SAP implementation, such as
the project timeline, project organization, project scope, critical success factors, etc.

o Interview the implementation team.

These interviews will help you understand the scope of business processes and system tasks
included in the implementation.

o Interview members of the business community.

These interviews serve to validate the accuracy of both the job titles and the business tasks
identified by the project team. You can also determine information about frequency of task
performance so that you can define training requirements, e.g., if an end user only performs a
task on a monthly basis or as a backup, alternatives to formal classroom training should be
suggested in the End User Training and Documentation Plan.

4. Compile information gathered from the End User Training and Documentation: Needs Assessment.

o Once the interviews are complete, take all of the information gathered -- notes from the interview
and any hard copy information provided and compile it into one document.
o Use this document to compile the End User Training and Documentation Plan.

Result
This task is complete when a draft needs assessment is prepared, reviewed, and validated.

Consideration should also be given to the following:

 Analyze user audiences both on the job and as learners. Audience analysis is critical because it helps you
determine what end user training and documentation solutions are most likely to fit, and what instructional
techniques to adopt depending on cultural issues, literacy skills, learning style, and work environment.
 Information gathering is an repetitive process and will be a constant on the end user training and
documentation project.
 The needs assessment is a time-consuming process. Appropriate time must be built into the project plan
for interviews to take place.

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 1.4.2.2 Develop an End User Training and
Documentation Plan
Use
The purpose of this task is to create an initial end user training and documentation project plan that identifies the
tasks, milestones, and resources for Phases 1 through 5. This comprehensive project plan helps to ensure that
project quality, schedule, and budget requirements are achieved.

Procedure
1. Identify key tasks, milestones, and resources. Create a project plan, either in Microsoft Project or Excel,
for end-user training and documentation with estimated dates for the entire project. Include time for
company stoppages, public holidays, departmental realignment, and pre-defined additional process steps,
if required.

2. Update the End User Training and Documentation Work Plan with the details for Phases 1 and 2.
Estimate tasks, milestones, and resources for Phases 3, 4, and 5.

3. Compare the End User Training and Documentation Work Plan and the implementation project plan with
the project manager. Discuss the possibility of merging the two plans into one to assist in tracking the
entire project progress.

4. Update the End User Training and Documentation Work Plan as needed.

o The End User Training and Documentation Work Plan can be used to track progress and should
only be updated to reflect changes in scope.
o Monitor progress and report any issues that develop to project management.

Result
This task is complete when a detailed End User Training and Documentation Work Plan for Phases 1 and 2, and
a draft of the project plan for Phases 3, 4, and 5 exists.

The following should also be considered:

 The End User Training and Documentation Work Plan should be structured to easily roll up into the
implementation project plan. Ensure there are no inconsistencies with resources or dates when compared
to the implementation project plan.
 The End User Training and Documentation Work Plan is only one section of the overall implementation
project plan and should be reviewed within the context of the entire project. If a training task is dependent
on the completion of a task performed by another team, monitor both teamsÂ’ progress. Account for any
dependencies and be prepared to modify, if necessary.
 Build in a buffer for unscheduled lost time due to re-scoping, sick leave, etc.
 Ensure time for reviews are incorporated. It can easily be overlooked.

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 1.4.2.3 Develop an End User Proposal
Use
The purpose of this task is to develop the End User Training and Documentation Proposal and to conduct a
meeting to verify it with the project team.

The proposal is based on the End User Training and Documentation: Needs Assessment and the End User
Training and Documentation Plan. It provides guidance for the completion of the tasks outlined and is a repository
for project decisions that effect training and documentation development. The plan should be verified and updated
during the project proposal meeting and should be updated as necessary with each phase of the development.

Procedure
1. Review and organize information gathered during The End User Training and Documentation: Needs
Assessment. Use the End User Training and Documentation Plan to begin to document the following
information:

o The initial scope, goals, and objectives of the end user training and documentation project:

 Identify the evaluation criteria for measuring the effectiveness of the training and
documentation.
 Work with key stakeholders and business process owners to define evaluation metrics,
e.g., accurate invoicing, help desk monitoring, number of purchase orders created in a
given time, etc.

o End user training and documentation solution options:

 Training

 A combination of training delivery methods is commonly used to address the

diverse needs of each SAP end user audience. Methods may include instructor-
led training, pre-packaged computer-based training, simulations, distance
learning, etc.
 The training course components typically include instructor guides, exercises,
scenarios, etc.

 Documentation

 End user documentation typically consists of system tasks or Business Process

Procedures (BPPs).
 Documentation formats can include hard copy, online help system, such as SAP
Extended Help, online HTML, quick reference guides, or electronic performance
support systems.
 Reference to the training method and documentation analysis for details on the
different types of documentation.
 Document cost and resource estimates to conduct further analysis.
This could include requesting quotes from vendors and requesting time from the
implementation team.

48
Business Process Procedures (BPPs) can be downloaded from SAPNet. Please follow the link provided below.

2. Forward End User Training and Documentation Plan to relevant personnel for discussion during the
proposal meeting. Attendees should include the implementation team and any other relevant employees
who will be involved in developing and delivering the End User Training and Documentation Work Plan,
such as:

o Project management
o Project sponsors
o Key stakeholders

3. Draft the meeting agenda.

Use the Project Proposal Meeting Agenda as a template.

4. Develop a presentation based on the End User Training and Documentation Plan.

Address the following:

o Goals and objectives of the end user training and documentation project
o Value of end user training and documentation and the impact on the implementation
o Training team members and associated roles, responsibilities, and time requirements
o Implementation team membersÂ’ roles, responsibilities, and time requirements
o Key training and documentation material
o Technical infrastructure and training tools to be employed
o End User Training and Documentation Work Plan and schedule, including any assumptions
o Use the End User Training and Documentation Strategy Presentation as a template.

5. Review and verify the proposal during the training and documentation proposal meeting.

6. Update the End User Training and Documentation Plan according to the results and decisions of the
proposal meeting.

If no agreement is reached, set a timeline for final decisions to be determined. Indicate the impact of
postponing a decision on the training and documentation project schedule.

Result
This task is complete when agreement has been reached on the End User Training and Documentation Plan and
all feedback from the project meeting has been incorporated.

The End User Training and Documentation Plan captures all of the information gathered and developed in the
End User Training and Documentation: Needs Assessment, as well as recommendations concerning the overall
approach to training and documentation including:

 Types of documentation (business process and/or system task)

 Documentation distribution method (hard copy, SAP Extended Help, online help system, online HTML file,
quick reference guide, and electronic performance support system)
 Training delivery methods (role-based training, instructor-led, self-study, computer-based training, and
distance learning)

49
  Change management and communication needs are often overlooked. If they are not addressed, it can
negatively effect an implementation. Work with the organizational change management team to ensure
that these needs are addressed.
 Ongoing maintenance strategies should be taken into consideration.

1.5 Quality Management Project Preparation

Use
The purpose of this work package is to provide final verification of all project planning deliverables from the
Project Preparation Phase.

Integration
It is critical that regular quality checks are performed throughout the phase, as tasks are completed. All issues
regarding scope, project environment, and initial technical setup must be addressed.

Prerequisites
The list of deliverables for the Project Preparation Phase, including End User Training and Documentation
Strategy, is defined in accordance with the overall implementation strategy.

Activities
The potential project risk areas are recognized at an early stage during the Project Review. This reduces the
possibility of an extended project timeline. It leads to a faster implementation and increases the customerÂ’s level
of confidence.

The deliverables of this work package are two types of quality reviews:

o The first is an internal review conducted by the project leadership team.

o The second is an independent external review using the SAP Review Program.

The Project Reviews help to recognize potential risk areas in time and to give clear recommendations to minimize
these risks.

1.5.1 Project Preparation Review and Approval

Purpose
The purpose of this activity is to recognize potential project risk areas during the Project Review at an early stage.
This reduces the possibility of an extended project timeline. It leads to a faster implementation and increases the
customerÂ’s level of confidence.

Prerequisites
The trigger for this activity is the closed Project Preparation Phase

The inputs for this activity are:

 Project work plan

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  Budget plan
 Resource plan
 Team training plan
 High-level system landscape design

Result
The outputs of this activity are:

 Written report with two-day Project Review. Findings PowerPoint presentation for one-day review.
 The Project Reviews help to recognize potential risk areas in time and to give clear recommendations to
minimize these risks.

1.5.1.1 Prepare Project Review

Use
The purpose of this task is to prepare for a Project Review.

The Project Reviews within the SAP Review Program provide an independent and objective management review
of the customer implementation project. Risks to the project goals are identified and appropriate corrective actions
are recommended.

The Project Review assists the customer executive management and project manager in providing a second
opinion of the implementation progress towards achieving the project goals. The scope of the review is to
investigate the application, technical and project management, IT infrastructure, change management, sustained
support and benefits achievement areas of the implementation. The review looks for good implementation
practices while following a prescribed methodology.

There are five reviews, each with specific topics:

 Project Preparation Review (at the beginning of Business Blueprint phase)

 Business Blueprint Review (at the beginning of Realization phase)
 Realization Review (during the Realization phase)
 Final Preparation Review (at the beginning of the Final Preparation phase)
 Go Live and Support Review (at the beginning of the Go Live and Support phase)

Procedure
1. Customer or partner requests Project Review service.
The Project Review service is highly recommended for all projects (ASAP and non-ASAP). The Project
Review is compulsory for all ASAP projects.
2. Review team contacts customer and distributes marketing information and procedure description.
3. Distribute customer information sheet.
4. Define date for first review.
5. Receive customer information sheet.

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 6. Conduct review.
7. Follow up on recommendations.

Result
Potential risk areas for the project are recognized in time and clear recommendations to minimize these risks are
provided.

The customer may choose a one-day or a two-day review:

 One-day review. The deliverable is a PowerPoint presentation with findings,

critical success factors and recommendations at the end of the day.
 Two-day review. The deliverable is a report and a PowerPoint presentation with
findings and recommendations at the end of day two.

If the customer requests a written report, an additional day needs to be added to the one-day and
the two-day review.

1.5.1.2 Conduct Internal Quality Check and Review

Deliverables
Use
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 external, or independent, quality checks.

Procedure
1. Define the purpose of the review and expected outcomes.
For the project manager to provide evidence to the Project Leadership Team and to the Project Steering
Committee that deliverables have been met, and to review any critical outstanding issues.

2. Develop the agenda.

Time required will vary depending upon the projectÂ’s progress and issues, however in most cases the
review should not last longer than half a day.

3. Identify participants.

4. Schedule the review.

It may also be appropriate for the project manager to provide key materials to members of the Project
Leadership and Steering Committee a day or two prior to the review with a cover letter indicating relevant
issues.

5. Conduct the review.

The review will be chaired by the project manager. Evidence should exist to show that key deliverables for
that phase have been addressed with a degree of completeness for the project to enter the next phase.
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 Risk, alternatives and responsive action plans are the heart of this decision-focused review. A few
minutes of the agenda will be allowed for continuous improvement of the process.

6. Possible outcomes.
There are two possible outcomes for the review:

 Passed - the project proceeds to the next phase according to the submitted plan.
 Not Passed - the project is not ready to proceed but work should continue and review of
the work should be rescheduled, unless there are reasons why the project should not
continue.

7. Provide follow up as required.

Document agreements and actions items arising from the review.

1.5.1.3 Conduct Project Preparation Review

Use
The purpose of this task is to assist the customer executive management and project manager in providing a
second opinion of the implementation progress towards achieving the project goals. The scope of the Project
Review is to investigate the application, technical and project management, IT infrastructure, change
management, sustained support and benefits achievement areas of the implementation. The Review looks for
good implementation practices while following a prescribed methodology.

Procedure
1. Review Agenda Meeting
This meeting starts the day with a review of the one or two daysÂ’ agenda together with the project
manager and executive sponsor. Any input to the review process from senior management is written
down and taken into consideration.
2. Key Interviews
The discussions are conducted with various key project team members, consultants and end user
management. Per project team one review session is carried out, different project team members have to
be interviewed per review: one interview with team members from customer, one with consultant from
partner, one interview with both.
3. Key Document Study
Various project documents are reviewed.
4. Present Preliminary Findings
A meeting is held with the project manager and executive sponsor to verbally discuss the findings from
the Project Review. This ensures that there is clear understanding of the project information and that the
appropriate people and documents have been reviewed. A PowerPoint presentation can be used for this
purpose. A presentation template is used to create the PowerPoint presentation.
5. Prepare Review Findings Report (two daysÂ’ review only)
The consultant assembles the information collected and prepares a report for management. A report
template is used to create the report.
6. Present Report (two daysÂ’ agenda only)
A final meeting is held with the project manager and the executive sponsor to present the findings in
writing.

Result
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  Findings presentation PowerPoint for one day review
 Findings presentation PowerPoint and review report for two daysÂ’ review

1.5.1.4 Follow Up on Recommendations

Use
The purpose of this task is to check the status of the follow-up on recommendations. An action plan should be
available to follow-up on the recommendations.

Procedure
1. If high risks are detected during the Project Review, a risk action plan has to be defined and
communicated to the appropriate project team members.
2. Telephone conversation with project sponsor two weeks after Project Review.

Result
Status of follow-up on recommendations is known.

1.5.1.5 Sign off Project Preparation

Use
The purpose of this task is to obtain sign-off by the project management, confirming that all deliverables are
complete and accurate. Once sign-off has occurred, the project proceeds to Phase 2.

Procedure
1. Schedule a meeting for the sign-off of Phase 1.
2. Obtain approval and formal sign-off.

Result
 Completed, formal sign-off of Phase 1
 Approval to proceed to Phase 2

1.6 Milestone: High Level Business Requirements Completion

Description

Completion of the project scope including:

 Repercussions from the organizational, technical and operational viewpoint

 Impact in the different organizational areas

Input
 Document from Discovery and Evaluation (e.g. Feasibility Study, Presales Documents)
 High-Level Business Requirements
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 Inputs from Management and Project Team

Major Deliverables
 High-Level Business Requirements documented
 Approved Project Charter
 Approved Project procedures and standards
 End user training and documentation plan
 Approved Technical infrastructure, landscape strategy and sizing

Output

Documented definition of:

 SAP solution to be implemented

 Areas of the organization affected
 Technical requirements and capabilities completed by the technical team
 High-level operational requirements

Roles Integration
 Definition of the solution to be implemented: functional team and management
 Technical requirements and capabilities: customer’s technical departments
 Operations high-level requirements: functional and technical department

Next Steps
 Detailed Business Blueprint needs to be completed by the functional team.
 Technical design needs to be completed by the technical team.

 The Implementation Roadmap contains the tasks that the functional team and non-technical
management performs.
 The Solution Management Roadmap contains the tasks that the technical team performs.

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 2. Business Blueprint
Purpose

The purpose of this phase is to create the Business Blueprint, which is detailed documentation of the
results gathered during requirements workshops. Furthermore, the Business Blueprint documents the
business process requirements of the company. With this, you can better understand how the company
intends to run its business within the SAP System.

Integration

During this phase, you also:

1. Refine the original project goals and objectives

2. Define the baseline scope
3. Refine the overall project schedule and implementation sequence

2.1 General Project Management (Blueprint Phase)

Use
The purpose of this work package is to identify the project management activities that are unique to the Business
Blueprint Phase. Ongoing Project Management activities have been defined in the Project Preparation Phase.
These activities permeate the project throughout its lifecycle while General Project Management (Blueprint Phase)
tries to identify the project management activities that are unique to the second phase.

The tasks that are unique to this phase revolve around setting up workshops, refining the project scope and
detailing the project plans. In other words, you need to:

 Properly arrange all blueprinting workshops

 Plan, define and verify project scope
 Detail project plans

Activities
The activities and tasks in this work package are unique to this phase.

The issues addressed here are:

 Organizing and conducting workshops.

 Refining and documenting the project scope, that includes detailed scope definition and verification or
acceptance of the project scope by the stakeholders.
 Detailing the initial work plan (WBS, estimated duration, and estimated start and end dates) and human
resource plan (internal and external resources, working days per month for the project duration) and the
budget plan (based on detailed work and resource plan).

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 2.1.1 Project Scope and Detailed Plan
Purpose
The purpose of this activity is to review and refine the project scope and plans:

 Plan and organize different workshops that are necessary for blueprinting.
 Refine and verify the mySAP.com project scope prepared in the initial phase.
 Refine the initial project plans drawn in the first phase that included a work plan, a resource plan, and a
budget plan.

Prerequisites
The trigger for this activity is the completion of the first phase.

The inputs for this activity are the Program Charter, Project Scope Document, and Project Plan(s).

Result
The outputs of this activity are:

 Blueprinting workshops are conducted.

 The outputs of scope definition, planning and verification (the scope statement documents) are formally
accepted.
 The project plan(s) is (are) refined and detailed.

2.1.1.1 Organize Workshops

Use
The purpose of this task is to plan and organize different workshops that are necessary for blueprinting. It is
important to remember that most of the requirement definition activities that are necessary for blueprinting are
done in workshop settings. Therefore, it is very important to plan and organize these workshops properly.

Procedure
1. Define objectives and scope of any workshop.
2. Develop an agenda and schedule the workshop for the requirements gathering process.
3. Define participantsÂ’ roles and invite them.
4. Reserve rooms and facilities for the workshop.
5. Describe the deliverables of the workshop.

o List all the documents and roughly describe their structure and content.
o Develop guidelines or checklists for their evaluation.
o Collect other information that can help the attendees to prepare for the workshop.

6. Conduct the workshop.

o Review, correct or add missing areas and/or documents.

o Document the results.

7. Communicate the results within the company to all stakeholders.

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 8. Get approval from the board or steering committee if necessary.

Result
Blueprinting workshops are conducted.

2.1.1.2 Manage Project Scope

Use
The purpose of this task is to plan, define, verify and control the mySAP.com project scope. In the project
preparation phase you completed a mySAP.com project scope document that roughly states the project scope.
But as you do the blueprinting the project scope certainly changes. Scope management, i.e., scope definition,
scope verification, and scope change control is very important project management activities in this phase.

Prerequisites
The Project Charter is an input for this task.

Procedure
1. As you progress with the blueprinting activities you define and document the project scope. Use Project
CharterÂ’s Project Scope document as starting point.
2. Scope definition involves subdividing the major project deliverables into smaller, more manageable
components to:

o Improve the accuracy of cost, duration, and estimates.

o Define a baseline for performance measurement.
o Facilitate clear responsibility assignments.

3. Scope verification is the process of formal acceptance of the project scope by the stakeholders (sponsor,
client, customer, etc.) It requires reviewing deliverables, and work results to ensure that all were
completed correctly and satisfactorily.

Result
The outputs of scope definition, planning and verification (the scope statement documents) are formally accepted.

2.1.1.3 Detail Project Plans

Use
The purpose of this task is to refine the initial project plans drawn in the first phase that included a work plan, a
resource plan, and a budget plan. The task here is to detail out all project plans based on the results of the
blueprinting activities.

Based on companyÂ’s business process requirements identified in this phase the work plan will be detailed and
refined. The refined work plan then drives detailed resource and budget plans. Hence, project schedule,
resources needed and expense budgeted can be put together so that management can properly understand and
support the project.

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Procedure
1. Detail the initial work plan. This includes the work breakdown structure (WBS), estimated duration and
estimated start and end dates.
2. Detail the human resource plan. This includes internal and external resources and working days per
month for the project duration.
3. Refine the budget plan, based on detailed work and resource plan, by month for the project duration.
4. Review the project plans with the project sponsors.

Result
This procedure will result in detailed project plans.

2.2 Organizational Change Management (Blueprint

Phase)
Use
The purpose of this organizational change management (OCM) work package is to address the organizational
and human resource factors that have an impact on the SAP implementation.

Integration
This OCM work package includes a series of change processes that allow the change team to manage
organizational risks. 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.

Prerequisites
The refined list of deliverables for the Business Blueprint including the project work plan and the resource plan.

Activities
These OCM processes ensure that the change team understands and manages the companyÂ’s perceptions of
and responds to the changes that will occur after the implementation of the SAP System.

The deliverable of this work package is the OCM plan that creates the foundation for a well-integrated OCM
program.

2.2.1 OCM Risk Assessment

Purpose
The Organizational Change Management (OCM) approach is based on risk minimization. OCM effort is only
recommended if directed at a clear measurable risk. The risks are then recorded in the OCM plan and managed
accordingly.

Risk assessments are the tools that help assess possible risks, and measure the success of activities aimed at
risk mitigation. Risk assessment is about collecting stakeholdersÂ’ perceptions of the project and the business. If
their perceptions are different from those required for success of the project, a risk is identified. Alternatively, the
perception can confirm that a previous risk has been mitigated.

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Each risk assessment intervention collects the information needed for:

 Identification of risks and their possible impact on the organization

 Ranking the risks by priority (tackling risks with high impact and/or likelihood first)
 Monitoring the effectiveness of the mitigating actions

Prerequisites
The trigger of this activity is that the Project Preparation Phase has been approved and completed.

Result
Project risks are identified.

2.2.1.1 Create and Update Stakeholder Analysis

Use
The purpose of this task is to better understand the different stakeholder groups involved and affected by the
implementation.

An analysis of the different stakeholder groups is useful for the following reasons:

 It focuses attention towards the specific human risks of each group.

 It ensures that all stakeholder groups are included as possible risk areas.

Prerequisites
The trigger for this task is that a high-level stakeholder analysis (part of change strategy and charter) has been
carried out.

Procedure
1. Review the high-level stakeholder analysis carried out previously.
2. Use the previous document as a foundation for the formal stakeholder analysis document.
3. Assemble/confirm a list of all distinct stakeholder groups.
4. Carry out interviews to understand:

o The nature of their involvement in the implementation project

o Their reactions to previous change initiatives
o Their needs, interests in and motivation towards the implementation project

5. Have a draft document reviewed by knowledgeable business and project resources.

6. Update the document with feedback.

Result
A detailed stakeholder analysis is carried out.

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 2.2.1.2 Define Risk Assessment Processes
Use
The purpose of this task is to define the processes for collecting information from each of the stakeholder groups.

The processes need to be assessed and evaluated, taking into account the following:

 Timing of the risk assessment processes

 Quality of information required
 Method of gathering information
 Impact of the information gathering process on the people involved

Prerequisites
The trigger for this task is the completion of the stakeholder analysis.

Procedure
1. Identify the purpose of each risk assessment intervention throughout the lifecycle of the implementation.
2. Brainstorm different options with business and HR representatives in the project team.
3. Define the processes.
4. Update the OCM Plan with activities to cover risk assessments.

Result
The risk assessment processes for the implementation project are defined and the OCM Plan is updated.

2.2.1.3 Create Risk Assessment Questionnaire

Use
The purpose of this task is to create the risk assessment questionnaire.

Procedure
1. Use the accelerator Risk Assessment Tool. The risk assessment tool guidelines show how to create a
questionnaire that addresses key issues, which can impact the SAP System implementation. The
questionnaire should reflect the language and culture of the organization and focus on the key processes
undergoing change.
2. Pilot a questionnaire for understanding the sensitivity and impact.
3. Validate each set of questions with the HR manager/specialist and the Project Sponsor.

Result
The risk assessment questionnaire is created.

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 2.2.1.4 Analyze Results and Create Risk Profiles
Use
The purpose of this task is to use the risk assessment results to define Organizational Change Management
risk(s), implications and suggestions for actions to mitigate risks for particular stakeholder groups.

Procedure
1. Calculate the risk assessment component scores.
2. Calculate the total risk score (where appropriate).
3. Define the implementation risks.
4. Prioritize risks on the basis of likelihood and impact.
5. Complete a risk profile report using the above data.

Result
A summary of implementation risks

2.2.1.5 Conduct OCM Risk Mitigation and Action

Planning Workshops
Use
The purpose of this task is to develop the risk mitigation strategy, action plan and accountability that will address
the implementation risks defined by the risk assessment.

It is recommended to invite many of the project participants as well as other interested parties, especially those
who are likely to be responsible for action plans.

The accelerator Risk Workshop Action Planning and Implementation Guidelines may be used to facilitate
planning, prioritization, and tracking both during and after the workshop.

A list of typical Organizational Change Management (OCM) risks and recommended activities is provided
as accelerators in Risk Workshop Objectives and Facilitation Guidelines.

Procedure
1. Review the risk assessment process with workshop participants.
2. Review the risk assessment results.
3. Define project implications of the implementation risks. Confirm the impact as well as consequence if the
risk is not addressed.
4. Brainstorm/develop strategies and action plans for each risk.
5. Decide on how the successful mitigation of the risk can be measured.
6. Assign tasks and responsibilities if possible.

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Result
 Specific actions and (assigned) tasks that address implementation risks
 Updated OCM plan

2.2.1.6 Update OCM Plan and Align Activities with

Project Plan
Use
The Organizational Change Management (OCM) plan is the mechanism by which all OCM findings and actions
are centrally recorded, planned for, allocated to individuals for execution by agreed dates, monitored and revised.
The information from the workshop needs to feed into this central tool, and alignment with the project plan has to
be confirmed.

The OCM plan also drives the assignment of tasks that could not be assigned during the workshop.

Procedure
1. Use specific actions from the risk assessment workshops (see minutes) to update the OCM plan.
2. Confirm that recommended timing of activities (for example the end of the Business Blueprint Phase) is
translated into/aligned with dates on the project plan.
3. Assign responsibility for activities.
4. Report changes to the OCM plan during project team meetings. Also collect feedback on progress of
OCM activities.

Result
Risk assessment results are integrated with other OCM initiatives, using the OCM plan.

2.2.1.7 Summarize Results and Provide Feedback

Use
Each risk assessment requires a feedback loop through which participants are thanked and informed. This is
recommended best practice because it provides an effective vehicle for communication, and also encourages
continuous participation and confirmation/validation of information received. The feedback can take a variety of
forms including presentations, workshops, or written communication. The exact vehicle should be decided in the
communications plan.

Procedure
1. Summarize results and identify key messages.
2. Develop mechanism/tool for communication (including capturing feedback).
3. Distribute information.

Result
 Feedback provided in communication events and materials
 Validation of findings

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 2.2.2 Sponsorship and Leadership Process
Purpose
Sponsorship at the executive level provides the real and symbolic evidence that gives the project credibility, a
critical early requirement. Leadership at the local level ensures that the project gains and retains momentum as it
progresses.

The purpose of this activity is to create appropriate sponsorship and leadership processes for the project and the
business. Sponsorship and leadership initiatives are targeted at mitigating specific human risks associated with
the changes to the organization. Those risks should be listed on the Organizational Change Management (OCM)
plan. The sponsorship and leadership strategy describes the approach taken to address those risks in a
consistent and controlled manner.

Prerequisites
The trigger of this activity is that the Project Preparation Phase has been approved and completed.

Result
The outcome of this activity is a business- and project-specific sponsorship and leadership strategy that all parties
involved, especially the sponsors and leaders, understand and commit to.

2.2.2.1 Develop Sponsorship and Leadership Strategy

Use
The purpose of this task is to review the risks associated with sponsorship and leadership that have been
identified in the organizational change management (OCM) plan and create the sponsorship and leadership
process. Only if there is a clear risk associated with the absence of or inappropriate sponsorship and leadership, a
strategy and actions be defined.

It is important to review the OCM risks to understand why the sponsorship and leadership strategy and processes
are important.

In the initial stages of the project, most of the sponsorship activities are about communicating with the business.
Most sponsorship activities will thus be driven by the communication plan. However, as the project progresses
there will be a greater emphasis on other actions and behaviors from the sponsors. Sponsors will need to make
sure that they themselves and the leaders under their control are seen to support the consequences of the
decisions taken by the project on the working practices of the organization. In addition, sponsors have a key role
in ensuring that resources are provided.

Ideally, behavioral norms will be documented and signed off. If possible, successful delivery of the project and
adherence to the norms will be built into the objectives of the leadership group.

Prerequisites
Consider the risks associated with the sponsorship and leadership activities and then plan a strategy for risk
mitigation.

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Procedure
1. Understand OCM risks that require sponsorship and leadership activities for risk mitigation.
2. Understand other project and business-related constraints.
3. Access information on the organizational structure and channels of communication (formal and informal).
4. Review stakeholder analysis.
5. Brainstorm different options for sponsorship and leadership processes for each stakeholder group and
agree on the best process.
6. Get support from sponsor(s) and leaders.
7. Develop behavioral norms, rules and performance measures.
8. Gain formal sign-off.

Result
Understanding the context of the strategy that needs to be developed. This is documented in a formal paper. This
document outlines how sponsors and leaders are expected to lead and support the implementation.

2.2.2.2 Implement Sponsorship and Leadership

Process
Use
The purpose of this task is to implement the sponsorship and leadership process. This involves the following:

 Identify the sponsors and leaders at business and site level.

 Assign responsibility to sponsors and leaders.
 Sponsors and leaders understand and sign off measurable performance indicators.
 Communicate the process.
 Distribute the documented guidelines and templates for communication.
 Agree on how sponsors and leaders are kept informed about project activities to be able to maintain
project credibility, momentum, and support throughout the length of the implementation.

Procedure
1. Confirm that sponsors and leaders can be made available.
2. Confirm with HR group that appropriate mechanisms like performance measures and appraisals can be
introduced.
3. Prepare workshops and easy reference guides/tools for each sponsor and leader.
4. Run workshop with sponsors and leaders.
Explain the link between the sponsorship and leadership process and OCM risks.
Possibly hold different workshops for senior sponsors and key site sponsors.
5. Introduce sponsors and leaders to project team.
6. Communicate names of sponsors and leaders to the business.

Result
The sponsorship and leadership processes are initiated.

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 2.2.3 Communication Process
Purpose
The need for communication activities should have been clearly identified in the OCM plan. If there are risks
requiring coordinated communications activities, a separate communications framework should be defined and
managed.

The purpose of this activity is to construct a formal communications framework in support of the implementation.
This framework outlines the approach for sharing project-related information with all stakeholder groups and
outlines the activities to be carried out.

Prerequisites
The trigger of this activity is that the Project Preparation Phase has been approved and completed.

Result
The output of this activity is the communication plan.

2.2.3.1 Review Risk Assessment Findings

Use
The purpose of this task is to review the OCM plan in order to extract the critical information for an efficient and
effective communication framework and plan. It is important to review the risks and communication activities to
then be able to develop a tailored framework for all project communication.

Prerequisites
The triggers for this task are:

 Risks, which require coordinated communication activities, are detected.

 The draft communication plan has been drawn up in the Preparation Phase and can be used as a
foundation.

Procedure
1. Understand OCM risks that require communication activities.
2. Understand how the success of risk mitigation is measured.
3. Understand other project and business related constraints.
4. Access information on the organizational structure and channels of communication (formal and informal).

Result
Team members understand the reasons for and context of the communication framework and plan.

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 2.2.3.2 Create Communication Plan
Use
The purpose of this task is to integrate results from the risk assessment into the draft communication plan from
the Preparation Phase. The final plan should outline how project and change communication will

 Be created, reviewed and approved

 Inform each stakeholder group
 Effectively address stakeholdersÂ’ concerns about the implementation
 Collect feedback from stakeholder groups
 Be used to update the Organizational Change Management (OCM) Plan.

Just like the OCM Plan, the Communication Plan is a dynamic document, which needs to be updated regularly
throughout the life of the project.

Procedure
1. Use stakeholder analysis to revise audience groups, their needs and communication channels
(documented in the Draft Communication Framework and plan from the Preparation Phase).
2. Update the Communication Plan with activities that have already taken place in the Preparation Phase
(for example, launch, kick off meeting, newsletter, and so on).
3. Confirm that OCM risks on the OCM Plan are addressed by the processes and activities suggested in the
draft document and update/improve where needed.
4. Elaborate the communication activities for each phase.
5. Align timing of communication activities with other OCM activities and overall project plan.
6. Get sign off on communication plan from Project Team Leaders, Sponsorship and Leadership group.
7. Design customized communications initiatives as needed.

Result
Risk assessment results are integrated with communication content.

The Communication Plan is signed off.

2.2.3.3 Implement Communication Activities

Use
The purpose of this task is to implement the communication framework and plan. This involves assigning one
person to the role of communication point man, who is well positioned to manage the creation of messages and
their approval. This role also involves monitoring the communication plan to ensure that it is updated and aligned
with the organizational change management (OCM) plan.

Communication templates and key messages are created where possible to ensure consistency and also provide
a useful starting point for local communication initiatives.

Procedure
1. Assign communication point person.
2. Work with existing communications staff across the organization to address local information needs. Use
previously developed core change communications documents as message content.
3. Review and validate communication plans with key site sponsors.
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 4. Further customize communications by division/business unit as required.
5. Develop communications delivery method based on local needs and requirements.
6. Initiate communications program.
Maintain ongoing project communications, updating as appropriate during SAP System implementation.
7. Measure ongoing communications effectiveness.
Include questions about communications effectiveness in future periodic risk assessment questions.
8. Update communication plan and OCM plan as required.

Result
Communication events and materials are developed.

2.2.4 Business Optimization Process

Purpose
The purpose of this activity is to pinpoint the organizational, HR and behavioral aspects within the new business
process design that can accelerate or undermine the project. The business optimization process equips and
supports the process teams with the tools and information required to ensure that the business will be able to
embrace the proposed changes as designed.

Prerequisites
The trigger of this activity is that the Project Preparation Phase has been approved and completed.

Result
The outcome of this activity is the identification of new user roles, new end user business procedures and
associated risks, and the commencement of organizational change activities.

2.2.4.1 Provide Business Optimization Process

Training
Use
The purpose of this task is to educate process team members about:

 How to identify and draw out information about human risks during workshops
 How to record human risk information for new and changed business processes
 How to rate change impact by process
 How to document user roles for all transactions (manual and SAP)

Procedure
1. Schedule training course and invite attendees.
2. Prepare presentations.
3. Develop templates for capturing information during workshops.
4. Develop handouts.
5. Deliver training.

Result: The project team members are trained to capture and record the required OCM information.
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 2.2.4.2 Conduct Line Manager Engagement Meetings
Use
The purpose of this task is to identify and engage the local business, process, and technical leads that will serve
as both representatives of the business and presenters of the business optimization process to the business.

Usually, the engagement meetings are combined with some of the business process workshops carried out by the
process teams.

Procedure
1. Key site sponsors select local lead(s) within each impacted division/business unit to work with the project
team.
2. Meet with local leads to gain more information on likely impact of the proposed solution.
3. Record organizational change management (OCM) relevant concerns and recommendations.
4. Gain line managers support and buy-in with the transition.

Result
A team of line managers is engaged to help identify OCM risks and activities and manage the transition at a local
level.

2.2.4.3 Create Business Impact Report

Use
The purpose of this task is to analyze the proposed business solution and assess the required effort for the
management of change.

Procedure
1. Process team members are expected to record the perceived impact of change against the design of
business processes. The information captured should include a rating of perceived change impact and
descriptive information about organizational consideration (for example resistance of a particular division
or remote location to the new business process) and change to existing organizational structures (for
example a division that will not exist with the new solution). The information captured should take into
account processes including new SAP supported transactions and also manual steps.
2. Upon completion of the workshops a Blueprint Report should be generated with the organizational
change management (OCM) related information. This report should list all processes with relevant
information and rating. The report can be generated using the filter option for CI (customer input)
Template items.
3. Validation of the information with the process teams is recommended. This is also a good opportunity to
confirm that the business process teams have recorded manual and SAP transactions for each business
processes and thus provided a complete picture of the business solution and impact on the business.
4. The complete scope of business optimization effort can be assessed on the basis of the impact report.
Subsequent actions should be scoped on the basis of the report. Tasks need to be assigned to the
relevant business process teams to help them plan for the Realization Phase.
5. The impact ratings further provide useful information for other OCM activities. The information needs to
be used to validate and update the OCM plan and validate the stakeholder analysis.

Result

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A complete and validated impact report is created.

2.2.4.4 Create Role Report

Use
The purpose of this task is to create a harmonized master set of roles for the new business process design.

A role is a subset of tasks carried out by a job. A role description can be part of a job description. However, while
role descriptions are generic for the task to be carried out, job descriptions tend to vary across the organization.
For example, an account clerk at a small site is likely to have more roles than one at a site where there are many
people in the accounts department.

Procedure
1. Once each process team has collected information about the different roles during business process
workshops, the organizational change management (OCM) team is responsible for bringing together the
various design documents and creating a master set of roles. The objective of this step is to develop a set
of roles small enough to allow flexibility in organizational design yet large enough to enable some degree
of standardization throughout the company.
2. Once the roles are confirmed, business process teams assign the roles.
3. Finally a report needs to be generated listing all business processes and roles.
4. The report should then be distributed to all teams for confirmation. Once the report has been confirmed,
no changes should be undertaken without formal change control.

Result
The role design is completed and validated.

2.2.4.5 Review Risks and Conduct Business

Optimization Workshops
Use
The purpose of this task is to decide on appropriate activities for the transition to the new solution. The business
optimization workshops focus on the findings from the impact mapping. Attendees are selected to represent all
areas of impact. The impact map should be discussed, possible risks should be identified and activities for the
transition should be planned.

Procedure
1. Revise initial stakeholder analysis on the basis of the impact report.
2. Invite a representative group of affected stakeholders to attend the workshop(s).
3. Conduct pre-workshop briefing with facilitation team to review agenda and define roles for the workshop.
4. Run workshop:

o Discuss/confirm impact.
o Agree on implications of impact (risks).
o Brainstorm for activities to manage the transition and mitigate impact risks.
o orm for activities to manage the transition and mitigate impact risks.
o Prioritize activities and propose action plans/resources.

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 5. Conduct workshop de-briefing with project team to capture session feedback.
6. Document conclusions and planned processes/activities.
7. Present findings to steering committee if necessary.

Result
Preliminary set of prioritized recommendations by division/business unit

2.2.4.6 Update OCM Plan and Align Activities with

Project Plan
Use
The purpose of this task is to update the Organizational Change Management (OCM) plan with the findings from
the workshops.

The OCM plan is the mechanism, by which all OCM findings and actions are centrally recorded, activities are
allocated to individuals for execution and progress is monitored. The information from the organization
optimization workshop(s) needs to be timed and coordinated in line with other project and business activities and
then fed into the OCM Plan. It may also be necessary to update the sponsorship and leadership strategy and the
communication plan.

Procedure
1. Summarize impact findings and required activities.
2. Update the OCM plan with required activities (and assign responsibility).
3. Decide on appropriate resourcing and timing for OCM activities.
4. Update communication plan (for example, there are likely to be OCM activities that require feedback and
information packages).
5. Update sponsorship and leadership strategy (for example, there may be changes to the sponsorship and
leadership process or resources as a result of the expected impact).

Result
Organization optimization results are defined and integrated with other OCM and project initiatives.

2.2.4.7 Create Information Packages for Line Managers

Use
The purpose of this task is to translate the results from the impact map and advise for managing the transition into
tangible work steps for line managers. The information package(s) should include information about:

 Key dates, deliverables, project milestones and objectives

 Descriptions of new business processes and expected benefits
 New end user procedures and outline of new or changed roles (or if not available at this stage, a high
level picture of change and when information will be made available)
 Proposed training dates or written guidelines for line managers about how to best communicate with and
guide their staff through the transition
 Contacts for more information and help

Prerequisites
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The trigger for this task is that the Business Blueprint workshops and its design are completed.

The inputs for this task are:

 Business Impact Report

 Role Report
 OCM Plan

Procedure
1. Decide on the different information packages/impact groups.
2. Develop content (feedback from impact mapping, results of organization optimization workshops).
3. Get business process specific information from process teams.
4. Sort information according to line managers' information needs.
5. Get information packages piloted and approved.
6. Distribute information packages.

Result
Information packages are created and line managers are informed.

2.2.4.8 Implement Business Optimization Activities

Use
The purpose of this task is to prioritize, implement, track, and document the Organizational Change Management
(OCM) activities as defined in the workshops and outlined in the line manager information packages.

The OCM team is responsible for:

 Assembling and distributing business process specific information as it becomes available

 Providing guidance, training and resources to support local activities, for example communication tools
and standardized messages, job role information, process related information, outplacement training, and
so on

The OCM team needs to monitor the progress of the OCM activities using the OCM plan as a tool.

Prerequisites
The input for this task is an updated OCM plan.

Procedure
1. Implement activity as outlined/proposed on the OCM plan.
2. Ensure that results are measurable.
3. Track actions and results.

Result
Risks associated with the organizational change are managed.

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