SAP LicoesAprendidas

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ERP
DW
KPIs
SAP - Lessons Learned
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For ma o
Formao profissional:
Gerente de Projetos SAP (Brasil e exterior)
Empresas que atuou: Villares, Mannesmann, Polenghi, Robert Bosch e PAS
Estgios no Exterior: USA, Alemanha e Japo
Consultor CO Academia SAP
MBA em Gesto Empresarial Baseada em Sistemas ERP Pontifcia
Universidade Catlica e SAP
Ps-graduao em sistemas aplicados a engenharia CAD/CAE/CAM MIT
Ps-graduao em Processos de Laminao IPT USP
Graduao em Engenharia Mecnica FEI
Experincia prtica aliada s boas prticas de
mercado associadas a implementao de Tecnologia
da Informao.
3
Cont at o
www.grupos.com.br
Grupo: sapccc
Experincia prtica aliada s boas prticas de
mercado associadas a implementao de Tecnologia
da Informao.
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Vi sual i za o Gr f i c a do SAP
MySAP
MySAP
Client / Server Client / Server
ABAP/4 ABAP/4
FI FI
Financial Financial
CO CO
Controlling Controlling
AA AA
Asset Asset
Administration Administration
PS PS
Project Project
Systems Systems
WF WF
Workflow Workflow
IS IS
Industry Industry
Solution Solution
MM MM
Material Material
Management Management
HR HR
Human Human
Resources Resources
SD SD
Sales & Sales &
Distribution Distribution
PP PP
Production Production
Planning Planning
QM QM
Quality Quality
Management Management
PM PM
Plaint Plaint
Maintenance Maintenance
Aliens
Fiscal I/E/R
R
e
s
u
l
t
C
o
n
t
r
o
l
l
i
n
g
Product
Customer
Channel of distribution
BW
SAP Portal
New
Dimension
5
LI ES APRENDI DAS
Implementao
Pr-Implementao
Ps
Implementao
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LI ES APRENDI DAS
Implementao Pr-Implementao
Ps
Implementao
Tpicos:
Gerenciamento do Projeto
Sistemas Legados
Processos de Negcio
Gestores do Negcio
Comunicao
Garantia da Qualidade
Recursos (TI e Usurios)
Dados Mestres
Migrao de Dados
Testes de Integrao
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LI ES APRENDI DAS
Ps
Implementao
Limpeza dos dados mestres e dos dados transacionais
Escolha do time de projeto baseado em pessoas com bom entendimento de processos de
negcio existentes
Entendimento do nvel de compromisso requerido por cada membro do time e dos outros
membros da companhia
Melhorar a preciso do inventrio
Evitar competir com outros projetos da Empresa, especialmente outros projetos grandes
Alinhar os processos de negcio antes de implementao (administrao de mudana)
Estabelecer expectativas claras do time de projeto antes, durante, e depois da implementao.
Assegurar que os consultores tenham experincia empresarial
Treinamento do Time de Projeto
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LI ES APRENDI DAS
Processo de deciso rpido
Desenvolver um plano de corte detalhado antes do go live
Participao da alta Administrao e Gerencia
Desenvolver uma boa documentao de usurio
O projeto deve estar alinhado com as prioridades do negcio
Providncias urgentes devem ser mantidas e comunicadas
Transferncia de conhecimento
Estressar a importncia dos dados mestres e qualidade dos dados transacionais
Espere por esforos adicionais e administrao de crises
Desenvolva planos de contingncia
Analise as deficincias do Sistema (GAPs) e como resolv-los
Crie boletim informativo de comunicao a empregados - Resumo de notcias
Tente evitar a mudana de membros do time de projeto
Administrar reunies regularmente marcadas (exemplo: nossa reunio noturna de 5aF)
Treinando do Time
Ps
Implementao
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LI ES APRENDI DAS
Estabelecer um processo de suporte bom, principalmente quando a consultoria for embora
Mantenha o time para outros projetos
Ter uma poltica de governana de TI bem definida
Treinar, treinar, treinar
Ps
Implementao
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SAP Lessons Lear ned
Topics:
Project Management
Legacy Systems
Business Processes
Business Managers
Communication
QA
Resources (IT and Users)
Master data
Data Migration
Integration Test
GDC
Information's received from:
Worldwide
Plant 1
Plant 2
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SAP Pr oj ec t s: Gener al (1)
Description General Worldwide Plant 1 Plant 2
Project
Management
1. Project management should
official state that additional
hours of work (overtime and
weekends) will be essential for
a successful implementation.
Due to this subject, the key
users and key user
coordinators should be chosen
from. If a member does not
accepting working in these
environment, he/she is not
acceptable for being a key user
2. Introduce templates as early as
possible
3. Define the responsibilities as
early as possible
4. Keep transparency and the
commitment for the project
scope of supply
1. Avoid competing company
demands during project,
specially other large
projects
2. Establish clear
expectations of key users
before, during, and after
implementation
3. Need speedy resolution of
cross divisional issues
4. Develop detailed cut over
plan before Go-Live
5. The SAP project should be
parallel in priority to on-
going business
6. Urgency attitude must be
maintained and constantly
communicated
7. Expect overtime and crisis
management issues,
develop contingency plans
8. Conduct regularly
scheduled meetings (
example: our every
Thursday night meeting)
9. Establish cycle counting
team and procedures
before Go-Live
1. Good support from the
team
2. Satisfy the SC
requirements as soon they
appear
3. Bring the Seniors
managers inside the
project
4. Keep the k-users meetings
after go live
5. Check all special reports as
much as possible before
go live, because the ABAP
team will go out after the
project
6. Keep all documents, also
you dont implement,
because the people can
leave and the company
remain
7. Fix the scope of supply and
the schedule before the
project, because during the
project is very difficult to
change.
8. We have a lot of Extra
hours, in order to fix the
project and the schedule
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Legacy
Systems
1. Gain knowledge about the
Legacy System right up the
start
2. Produce early Test downloads
3. Check Test downloads
immediately after getting them
(Format, Duplicates, etc.)
4. Special letters should not be
in downloads. The format of a
downloads should be a tab
delimited text
1. IBM Main Frame 1. AS 400 with MRP without
SOP, but a Integrated
System
2. The AS400 team know very
well the system
3. Dont include the legacy
system customization
Business
Processes
1. Prepare a business process
alignment before the project
2. Be sure that the most of the
processes are stable
1. Fix processes before
implementation (change
management)
2. Develop good user
documentation
3. Analyze the GAPS in SAP
and how you will fill them
4. Change the process in
order to get more close to
SAP and SAP, you have
less problems
1. Prepared process mapping
before the project
2. The authorization will limit
the range of the users
inside the projects
3. Contact other k-user or
facilities I order to improve
the processes and SAP
features
Business
Managers
1. Define workshops \ Meetings
before official kick-off
2. Keep involved and committed
since the beginning
1. Need timely access and
participation by senior
management
1. Try to handle the decisions
before go live and dont
after the project
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Communication 1. Define Rules a.s.a.p.
(Communication between ALL
participants!)
2. The communication within the
different teams should be
improved. Especially the FI/CO
team should be involved more.
That means also that the
module specialists should
involve the FI/CO team when
needed, e.g. materials, vendors
and customers are objects
where their knowledge is
urgently needed! It should not
be the case that the module
specialist waits until the FI/CO
team comes to ask if their help
is required!
3. Direct and personal contact to
all responsibilities should be
possible seen
1. Comprehensive knowledge
transfer should be
achieved
2. Create communication
newsletter to employees-
SAP In Brief news letter
3. Establish coordination with
BR AG/ BRI Lohr in
reference to FICO issues
1. Keep a clear
communication with all
team members
QA - Quality
Assurance
1. The Acceptance Protocols
should be given to the key
users and coordinators as
early as possible to show them
their responsibility.
2. With stressing the
responsibilities it should result
into improved checking
routines
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SAP Pr oj ec t s: Resour c es
IT 1. Assure and assign enough resources
capacity also within the SAP team!
2. A Basis member (programmer)
should always be available for the
teams.
3. Consultants with knowledge in SAP
4. Consultants with knowledge in SAP
5. Consultants must speak the local
language in order to avoid
communication problems
1. Check to insure the SAP
consultants also have business
experience
1. The RCC works about 75%
during the implementation.
2. They have a lot of turnover in the
team
3. They dont have a maintenance
team (lousing time with the
maintenance problems) , only an
implementation team
4. Keep a local team for supporting
the business.
Users 1. Key-users with great experience in
the business
2. Key-users with knowledge in the
business processes
3. The integrations must be done by the
key-users
4. Contract temporary people for the
substitution of the key-users
5. Improve the English language in
order to decrease the
communications problems
6. Train the team in SAP before the
project
7. Train the k-users in a SAP location
before the project
1. Choose project team members
who have a good understanding
of existing business processes
2. Understand the level of
commitment required by each
key user, along with other
members of the company
3. Need on-going continuous
training of employees
4. Try to avoid team member
turnover
5. Training, training, training
6. Establish good key user support
system when RCC team leaves
1. The team must have a full time
commitment
2. The users know better the
business
3. The k-user must revise the
documentation after go live
4. Need a good tool for preparing
the documentation
5. Prepare a good training before
the project and keep the training
after the project.
6. Keep the knowledge inside the
company
7. Keep at least 1 full time k-user
for FI and 1 for CO
8. After go live the k-users expend
around 10% (1 year later) and
much more in the first 9 months
after go live
9. Lost 3 k-users.
Team Team:
15 Key users
19 part-time key users
16 Business experts
18 RCC SAP internal and
external consultants
Team (50 persons):
17 Key users full time
10 Business Experts
15 RCC SAP + 5 ABAPs
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SAP Pr oj ec t s: Mast er Dat a (1)
General 1. Stress, that data should be provided
in a specific way
2. Stress, that the data migration of
master data should be at least 3
weeks BEFORE going-lives
3. Clean Data:
1. close as many old orders as possible
2. problem specs: clean materials
without material number
3. analyze data for duplicates
(customer/vendor/materials)
consistency within downloads
4. compare FI (system) values vs.
Logistics value (WIP/stock value and
quantity)
5. be aware that some rules are
misleading, if there was an earlier
migration of data!
1. Clean up or establish required
master data
2. Clean up historical transactional
data
3. Continue to stress the
importance of inventory
accuracy, master data and
transactional data quality,
ownership of system and data,
and the Integration aspects of
SAP which requires close
cooperation between
departments
1. We are a manufacturing plant
and we dont create local
numbers
2. No historical data migrated to
SAP only some sales data after
go live
3. Keep the fields clean before and
also maintain clean during the
project. If you do this during the
project you dont have time for
learning the system.
Material 1. Define, explain and stress differences
between local and global materials
2. Start matching as early as possible
against GDC
3. After the PRE migration of master
data, the TOP100 materials should be
tested as first priority
4. Be careful: base unit and price differ
perhaps to GDC ones
5. Clarify the importance of the XREF
table
6. Problems concerning spec materials
7. Account assignment group !
8. Distinguished local and global
materials clarifies and defines" - the
User want to use local materials order
also in the Sales, this is IMPOSSIBLE
1. Material creation is centralized
2. Material master = 26.000
1. Material master = 17.000
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SAP Pr oj ec t s: Mast er Dat a (2)
Customer 1. Clean data (Address, VAT-number,)
against GDC
3. Define partner roles (ship-to, bill-to,
send-to) [if wanted]
4. Clarify and define the account group,
trading partner as correct as possible
(triple check!) (due to the reason that
corrections are nearly impossible /
very difficult after migration)
table
6. Explanation of Complete
Delivery/Order Combination fields
7. Street and street number should be
maintained in two separate fields
Vendor 1. Clean data (Address, VAT-number,)
against GDC
3. Define partner roles (ship-to, bill-to,
send-to) [if wanted]
4. Clarify and define the account group,
trading partner as correct as possible
(triple check!) (due to the reason that
corrections are nearly impossible \
very difficult after migration)
5. Define group vendors
6. Define partner roles
table
8. Street and street number should be
maintained in two separate fields
Stock 1. Check the diversification of initial
stock, customer specific stock and
batches
1. Improve inventory accuracy
beforehand
2. Need to instill discipline for
Inventory accuracy if missing in
plant
1. Take a look in the units of
measure
2. 99% inventory accuracy in the
Warehouse and 70% in the plant
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SAP Pr oj ec t s: Dat a Mi gr at i on (1)
Data Migration 1. Check from downloads:
1. Materials
2. Materials vs. BOMs
3. Materials vs. Stock
4. Materials vs. sales orders
5. Materials vs. purchase orders
6. Materials vs. service orders
7. Materials vs. production orders
8. Customers
9. Customers vs. open customers items
10. Customers vs. sales orders
11. Customers vs. service orders
12. Customers vs. production orders
13. Vendors
14. Vendors vs. open vendor items
15. Vendors vs. purchase orders
2. Final Integration test with real data
migration
3. Start of preparations of migration concept
earlier
4. Define more detailed what migration
objects should be used
5. Define early enough specific country
migration objects
6. Be aware that the SAP language is
misleading, therefore define specific SAP
language (e.g. open orders / local
materials)
7. Keep the conversion rules as simple as
possible! If the rules get too complex,
better start with a simple rule and after
migration mass change.
8. Not only the checks by the users is
needed, Re-checks from the side of the
consultant need to be scheduled as well!
9. Prepare a folder only for checking
reasons with downloads from the most
important tables (XREF, MARC,MAPOV
etc.)
1. Detailed cut over plan was made at
home
1. Dont migrate partial purchase
orders, create new purchase orders,
instead of migrating, after go live.
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SAP Pr oj ec t s: Dat a Mi gr at i on (2)
Data Migration 1. The concept, that the CU has also two
responsible persons for data migration
(migration coordinators), who organize and
monitor the progress of their tasks of their
teams, was a great success. Further more due
to their position as managers, they had the task
to present the progress / delay to the local
management. They were in the position to
make fast decisions, to ask the management
for support and to delegate people if
necessary.
2. Materials is one of the most important tasks,
especially the cleaning and matching (or
creating new) materials. It is enormous time
consuming.
3. Therefore it should be a must, that there is one
responsible person from the business side who
is only doing materials and nothing else.
4. The weekly meeting with the two responsible
managers for migration and the PMs to talk
about process and delays were important to
monitor the success of migration.
5. The managers had at first a weekly meeting
with their users (key-users) and at the end on a
daily basis. Therefore the communication was
much better between the teams.
6. The data migration team SAP was only
responsible for the technical migration, the test
were coordinated by the key-users and the
migration coordinators.
7. Inforecords: The following fields do have a
global influence:
1. MEINS: Order unit
2. IDNLF : Material number used by vendor
3. LTSNR: Vendor sub-range
4. IDNLF : Material number used by vendor
5. Ltxt1: Inforecord Note
Before updating these fields, please check if there
are already values maintained.
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SAP Pr oj ec t s: I nt egr at i on Test
Integration test 1. Sales Order: After the test
migration as well as after the
productive migration, BW
should be able and should be
used to help analyse the sales
orders.
1. analyse of values SAP / Legacy
System
2. per customer / per profit center
3. Therefore it is suggested to use
BW to check these values before
the system is opened for changes.
2. Sales order costing:
1. a detailed and integrated testing in
co-operation with PP is urgently
needed
2. if errors occur ->Re-Test is
needed
3. Do not valuate Text and bulk
items!
4. a realistic testing environment is
needed
5. suggestion: create a sap client
only for migration purposes
20
Pr oj ec t - GDC
GDC 1. Improve communication with GDC
and migration team
2. Start matching the master data as
early as possible against GDC
3. The project plan should be
communicated
4. Migrating updates in GDC should be
communicated from the GDC
members to the migration teams
5. Issue should be addressed to GDC!
6. The BUs have a lot of knowledge they
could share with the CUs. Their input
will be crucial to set standards and
improve the quality of data in the
GDC.
7. Clean up is required in the GDC and
regional systems for materials
customers and vendors. Belgium,
Spain and Netherlands came with a
lot of master data which was not
mapped correctly with the GDC. For
that reason duplication on master
data exists. The reason of this is lack
of time for data cleansing.
8. Clean up is required on local
materials. To do this the material
movement (transfer material to
material) can be used. Material can be
flagged for deletion.
1. Need a lot of training and keep a
good contact with Germany

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