Project On-Boarding Document Customer Name IMPORTANT This accelerator is intended to help teams develop appropriate onboarding presentations for EC Payroll. It is a template and is not intended to provide all needed content. Project teams will need to spend time to develop this deck for each project. © SAP AG 2009. All rights reserved. / Page 2 Company information -www.website -Other Customer info © SAP AG 2009. All rights reserved. / Page 3 Project Success Criteria •Executive Commitment •Business Case •Business Unit Ownership •IT Ownership •Scope definition and containment •Empowered skilled team members •Methodology •Project agreement Plan •Clearly defined activities/deliverables •Clear responsibilities •Good tracking •Issues/Risk Management © SAP AG 2009. All rights reserved. / Page 4 Business Case •Inability to Leverage a common POS •Loss of Productivity due to lack of integration •Business Disruption due to System outages •Training costs are high •Lack of Vendor Support •Loss of Sales Opps •Loss of margin •High Support costs © SAP AG 2009. All rights reserved. / Page 5 Introduction – Success Factors Methodology Review the Customer Welcome Kit and BizXpert methodology pages on the Portal. These pages are often updated, so it is important to review the latest versions. These pages will familiarize the team with the methodology and team responsibilities throughout the implementation. The team will also learn responsibilities among team members, Cloud Payroll support, and other key parties. Project Timelines PHASE SCHEDULE SUMMARY Schedule item/Timeline Comments Project Prep 11/15/10 – 01/14/11 Blueprint 01/17/2011 – 05/06/2011 Realization 05/09/2011 – 09/30/2011 Final Prep 10/03/2011 – 10/28/2011 Go-Live and Support 10/31/2011 – 11/25/2011 Rollout Support 11/28/2011 – 12/31/2011 © SAP AG 2009. All rights reserved. / Page 7 Project Organization Steering Committee Project Sponsor PMO Business Process Owners Delivery/Program Management Quality Management Value Management Functional Team Leads and Consultants Platform MM UI WRICEF Technological Architecture Test Management Data Management Integration Management Organizational Change Management Design Design Environment Design Design Design Change Build Build Support Execute Build Build Training SD Infrastructure Finance Solution Manager Communication Project Plans & Procedures Review Project Plans Communication Plan Issues Management Procedures Change Management Procedures Quality Management Plan © SAP AG 2009. All rights reserved. / Page 9 Communication Plan © SAP AG 2009. All rights reserved. / Page 10 Issues Management Procedure © SAP AG 2009. All rights reserved. / Page 11 How to Escalate Issues Abstract Issue Management Standards Issue management is defined during the project preparation phase and dictated by the issue Managements Issue management might leverage SolMan issue management functionality Depending on the customer other issue logs might be used Management of expectations in regard to issues takes place during the On-boarding phase and project kick-off Escalation of issue If an issue is not resolved by the forecasted date, and the lack of resolution will affect other project steps, then the issue must be expedited. There are three levels of Escalation and a Crisis Mode. Typically the escalation is triggered by a team lead and follows an escalation path, e.g. Team lead > PM > Executive Level (customer and SAP) The extended VAT is chartered to support the project team in issues that are beyond the PM scope of control An escalation might engage additional SAP © SAP 2008 / Pagestakeholders, 12 e.g. AGS, etc. Escalations beyond the Project Manager In rare case a consultant might consider to escalate an issue beyond the Project Manager The first contact should be the consultants direct manager, together with him / her is will be determined who needs to be engaged in resolving the issue. Integrated Change Control © SAP AG 2009. All rights reserved. / Page 13 Quality Management Plan © SAP AG 2009. All rights reserved. / Page 14 High Level Scope (Level 1): Scope Management Verify Deliverables – Ensure deliverables are consistent with defined scope and accepted by customer Scope Monitor & Control Scope – Review actual progress against planned activities ensures that activities fall within the scope of the project Manage Scope Changes – Ensures that only agreed-upon changes are included in the scope of the project SAP2010 AG 2009. ©©SAP / PageAll16rights reserved. / Page 16 Value Cost Time The Process for Managing Scope Step 1 Need for Change Identified Step 2 Step 7 Change Request Form Completed Finalization Go / No Go Project Administrator logs Change Requests: Status, Changes, etc. Evaluation by Mgt & Steering Committee Step 6 Impact Analysis Effect of the Change Step 5 SAP AG /2009. ©© SAP 2010 PageAll 17rights reserved. / Page 17 Step 3 Investigation Change Control Log Approval by Project Managers Step 4 Handling Scope Increases Abstract Scope Management Scope management is a continuous process composed of 5 steps including regular reporting – – – – – Scope Planning Scope Definition Create WBS Scope Verification Scope Control Scope Control It is the responsibility of every consultant to manage scope, therefore consultants need to understand the SOW (project, process and solution scope), WBS elements that fall within their responsibility As soon as scope changes become apparent, and a change request process has to be triggered. Potential scope changes need to be discussed on a regular basis, e.g. during a weekly team call / issue management process, or address any time the PMO directly if there is a potential issue (follow the issue management process) © SAP 2008 / Page 18 A Change request document needs to be started by a team lead that describes the change, outlines options, provides estimates. This document support the decision making process Change request are reviewed by a Change Request Board. Any response needs to be logged as a key decision (incl. approvals or rejections) Project Logistics • Project Location: TBD • Airport: TBD • Hotel: TBD • Dress Code is Business Casual • Project Workweek Guidelines • • • Rental Car Policy: • • 3 -4-5 3 nights, 4 days on-site, 5th day off-site Total of 40 hours Must arrive by 10 AM Monday and leave no earlier than 4:00 PM Thursday TBD Building Passes and Security: Customer will do security © SAP AG 2009. All rights reserved. / Page 19 Meetings and Cadence The following Regular Meetings will be held Meeting Who When Daily Team Meeting Each Functional team 5:00 Daily Weekly Planning PMO and Team Leads Lunch Monday PMO Meeting PMO, Team Leads, Business 1:00 Wednesday Steering Committee Steering Committee, PMO Monthly Top 4 to 4 Top 4 SAP, Top 4 Quarterly Board of Director Meeting Sponsor and BOD Quarterly © SAP AG 2009. All rights reserved. / Page 20 Status Reporting Cadence The following Status Reporting will be completed Report Who Prepares When Weekly Status Report Each Consultant By 5:00 Friday Team Status Report Team Leads EOD Monday PMO Report PMO EOD Wednesday Steering Committee PMO Monthly PMIS PMO Monthly VAT Report SAP PM Monthly © SAP AG 2009. All rights reserved. / Page 21 Project Reporting / Escalation Process Deal Execution Structure project for risk Project Close Project Execution Risk Review Weekly VAT calls Monthly extended VAT calls High Risk Monthly Project Portfolio Report “Top Risk” Engage QA Director Weekly email update Monthly Risk Reviews Monthly Stack Rank of Top Risk and Watch List projects ERC Agenda Regional Project Portfolio Review Blueprint Workshop Schedule © SAP AG 2009. All rights reserved. / Page 23 General Consultant Guidelines Be on time – notify your Lead if you are running late or will be absent Make sure that you have done your homework of reviewing existing documentation before you start asking questions (avoid unnecessary reiterations). Keep your expert opinion to your area of responsibility, for other areas make sure you provide your input to the responsible consultant (one consistent message). All new consulting requirements need to be directed to your SAP Lead (one standard procedure). You represent TeamSAP in the eyes of the customer (make us proud!). Always support and encourage the other consultants, We are a team and our successes and challenges are everyone's. Keep your working area neat and clean (image is everything!) Limit use of Customer phones for Business only Time and Expenses must follow SAP policies and must be entered by end of day each Sunday Maintain professional communications at all times, both at the company site and in town. You never know who is sitting next to you at a restaurant or in the airport Plan your vacation or absence with your SAP Lead Under no circumstances should you: – – – – – Discuss any type of consulting rate with the Customer Discuss Expense or Travel issues Share SAP confidential information Print SAP confidential information on Customer printer Forward SAP confidential Email to the Customer © SAP AG 2009. All rights reserved. / Page 24 Tools being used •The tools that will be used on the project include: •Quality Center •??? © SAP AG 2009. All rights reserved. / Page 25 General Project Assumptions Relevant project team members and business owners will be available throughout the project. Network and hardware design and final hardware sizing are responsibility of the Customer Data gathering, normalization and cleansing required for the implementation will be the responsibility of ? Change Management is the responsibility of ? Customer and SAP project leadership will formally sign off all key project milestones and phase exit signoffs. Policy decisions will be made within strict turn around guidelines, normally within 24 to 48 hours. A Steering Committee will be in place to guide and advise the Project Team. Additional Customer resources will be required for major testing cycles – integration and parallel. © SAP AG 2009. All rights reserved. / Page 26 Functional Project Assumptions Utilization of Best Practices will be implemented with minimal modifications to extent possible. BPR’s (Business Process Repository) will be used as an accelerator, and augmented by the consulting team’s experience and collateral. Configuration will be done through SolMan. All business requirements and project documentation will be warehoused in SolMan including testing scripts. Issue tracking will be done using the spreadsheet template provided by the PMO. Custom development objects will require a review to assure that standard functionality does not exist that could provide similar functionality. © SAP AG 2009. All rights reserved. / Page 27 Functional Project Assumptions - Standards Standards Standard templates will be provided for most functions such as status reports, minute meetings, configuration documentation, etc. It is essential that ALL consultants use these templates and NO others. If at any time you do not know the template to be using, please ask your lead. Time to re-copy work to standard template is not chargeable to project. © SAP AG 2009. All rights reserved. / Page 28 Technical Project Assumptions •Discuss 5 instance landscape •Discuss Production and n+1 •Discuss Support Packs, Notes © SAP AG 2009. All rights reserved. / Page 29 Technical Landscape Training Dev BI QA CRM Prod Show all instances Show transport paths © SAP AG 2009. All rights reserved. / Page 30 Helpful Hints Ways to Increase Group Participation Effective use of open-ended questions. Allow enough time for participants to think and respond. Acknowledge all responses. Let a participant finish speaking before moving on. Face the group and move about freely. Keep the discussion focused on the agenda. Make eye contact frequently, especially with those who seem disinterested, or those taking part in side conversations. Ask for clarification when a response is unclear. Examples: "Tell me more..." " Can you rephrase that?“ Keep on schedule. Useful Comments to Keep the Discussion Moving "Thank you." "Tell me more about what you said (or what you mean).“ "Repeat that in a few words so I can capture your thought on the flip-chart.“ "How does the rest of you feel about that?“ "Let me see if I can repeat that back to you.“ "Feel free to add something on as we move on." Special Situations Someone dominates - Look into eyes of other participants, say "That's interesting, how do others feel about that?" Loss of control/off-subject – Stop the discussion, and say "It appears we may be getting off track. Let me ask you about this...." and return to the issues on the agenda. Non-participants - Make eye contact. Encourage their participation, by saying, "We may not have given you an opportunity to say what's on your mind...we'd appreciate your ideas too." Side conversations - Make eye contact, direct questions to them, or ask them politely to join the group so everyone will have the benefit of hearing all comments. Out of time - Say "We seem to be running out of time and we want to honor our time commitment. There have been lots of great questions and ideas coming out." Then, either provide the phone numbers of presenter/facilitator and suggest people call with their thoughts, OR suggest they write down a few thoughts and leave them with you, OR offer a summary point or two and say that's all the time we have today. Cold climate - Suggest an introductory activity. For example, if time permits, ask each person to introduce themselves and share one thing about themselves that another person couldn't tell by looking at them. Facilitation Do’s and Don’ts Do’s Do express the objectives of the session. Do explain your role as facilitator. Do point out the time available. Do know something about the group before starting. Do encourage participation. Do use open-ended questions. Do thank individuals for their input. Do use flip-charts to record inputs, when possible. Do ask for clarification. Do gain some consensus after all ideas are offered. Do gain closure - may mean asking group to prioritize. Don’ts Don't evaluate input as good or bad. Don't stop someone in the middle of their thought. Don't argue or defend a point. Don't try to respond during the brainstorming section - save it for Q&A. Thank you! © SAP 2008 / Page 36