SCM ProjectHandbook v20 P

ReleaseVersion:
1.092.0
SCM Project Handbook
Project Information
History
Version
Status
st
SCM Engagement 1 Draft

Checklist
1.04
2nd Draft
1.09
Final Draft
Date
January 2, 2003
February 9 2003
March 11, 2003
NameProject
Customer
Information
Customer Number
CPI Project
Name
NumberCustomer
Initiation Date
Completion Date
Customer Number
Contact InformationCPI Project Number

Implementation Partner
Implementation Partner Contact
PSO
SAP Contact
Contacts
Account
Team
Contact
SCM Project Handbook Final DraftVersion 2.0P
Page 1
SAP Consulting Contact
Page 2
Contents
1
How to use this Handbook............................................................................................................... 4
Process Overview............................................................................................................................. 6
Discovery Checklist.......................................................................................................................... 9
3.1
Discovery Extended Checklist............................................................................................................................. 10
Evaluation Checklist....................................................................................................................... 11
4.1
Evaluation Extended Checklist............................................................................................................................15
Implementation Project Preparation Checklist..........................................................................16
Implementation Business Blueprint Checklist..........................................................................19
Implementation Realization Checklist........................................................................................23
7.1
Implementation Realization Extended Checklist...............................................................................................27
Implementation Final Preparation Checklist..............................................................................28
Implementation GoLive & Support Checklist............................................................................30
10
Continuous Business Improvement Checklist.............................................................................31
10.1
Continuous Business Improvement Extended Checklist.....................................................................................33
11
Definition and Standards................................................................................................................ 34
12
Tools & Templates........................................................................................................................... 47
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How to use this Handbook
The Handbook is structured according to SAPs Customer Engagement Lifecycle (CEL) model and covers all
phases from Discovery through Continuous Business Improvement. The intent of this Handbook is to present
a comprehensive SCM-based checklist for each phase to ensure proper expectations management and
deliver higher quality projects.
General thoughts that apply to the usage of this Handbook
The account owner is responsible for identifying an owner for each phase that will complete the
Handbook (know as the User).
It is the responsibility of the User to communicate all prior activities, commitments, and materials
to the subsequent Phase/sub-Phase owner to ensure consistent information flow.
It is the responsibility of the User to obtain the customers approval of all proposals or deliverables
generated during the project lifecycle.
It is the responsibility of the User to update the Risk Assessment Profile associated with each
opportunity or project, and inform the appropriate management level.
It is the responsibility of the User to sign and date the completion of each checklist item.
What you will find in this Handbook for each of the CEL Phases:
Basic & Extended Checklists:
For each of the CEL phases (and sub-phases for Implementation) this Handbook provides a basic checklist
identifying the critical steps to be completed. For each SCM opportunity and project, the Handbook should
be utilized as a living document that is updated as activities are completed throughout the entire engagement
lifecycle. The checkpoints are aligned with the CEL framework and should augment the implementation
methodology being utilized. Additionally, the Handbook should serve as a tracking mechanism in conjunction
with your customer project database to gather and store all critical activities in a SCM project. The
combination of the two tools should capture and retain what activities have been completed, when they were
completed, and by whom. The outcome of each activity should be documented for tracking purposes and
will serve as the minimal acceptable project documentation should an audit be conducted or the project
reaches escalated status. Aside from the basic required checklists, you will also find extended checklists to
be used in certain situations or under certain circumstances that will be of value.
Communication Guidelines:
Everyone involved in a SCM customer engagement must follow the Communication Guidelines that are
embedded in the Checklists. A consistent information flow is the second critical component to ensuring quality
projects and allow for proper risk management. By creating definitive communication channels and managing
the customers expectations, the account team allows management attention to be focused at the right time
for the right reasons. Following these guidelines is mandatory and proper execution must be documented in
the Handbook as indicated.
Internal System Documentation:
As part of the communication structure it is also mandatory to keep certain internal systems up to date with
current opportunity or project information. The responsibility for keeping the internal information updated is
the responsibility of the identified Phase Owner during each phase.
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The Appendix:
Cross-linked to the checklists, the Appendix provides a clear definition of terms, minimal requirements to
consider a step complete and a link to tools and organizations to fulfill a checkpoint. For some of these points
it might be required to have SAP involved or to use SAP tools. All checkpoints should be completed, but some
can be completed using different methods or tools as long as the basic requirements are met (using a SAP
provided tool or methodology or your proprietary intellectual capital).
Summary:
To be clear, all SAP SCM customer engagement teams and our partners organizations are expected to:
Use this Handbook as a living document for mySAP SCM engagements

Follow the basic checklists and complete all critical items
Utilize the extended checklists where applicable
Follow the communication guidelines where identified
Follow the prescribed escalation procedures if necessary
By following this Handbook we will be able to consistently deliver the quality SCM projects our customers
expect from a mySAP SCM solution. This Handbook will also ensure proper communication within SAP and
with our partner community.
Page 5
Process Overview
This Handbook reinforces the foundation of the CEL methodology and is an enabling tool to drive effective
SCM engagements throughout a customer engagement. The usage of this Handbook in all phases of our
customer engagement for supply chain management opportunities will drive success by properly setting and
managing customer expectations as well establish clear internal communications channels. The checklist
structure of this Handbook is divided into the four CEL methodology phases and will drive the individual critical
steps relevant to SCM engagements that drive customer success.
Discovery
Evaluation
Implementation
Project Preparation
Business Blueprint
Realization
Final Preparation
GoLive & Support
Continuous Business Improvement
Discovery Phase
The Discovery Phase of a SCM engagement contains critical steps that properly identify acceptable
SCM opportunities and often directly impact the probability of success for a SCM project. The effort and
due diligence undertaken in this phase of the customer engagement will be key to identifying risk factors
relative to the solution, the customers overall readiness, and our willingness to further pursue the
opportunity. Risk mitigation is the underlying principle guiding the decision to move forward with a SCM
opportunity from this phase.
Evaluation Phase
The Evaluation Phase of a SCM engagement can pose unique challenges depending on the level of
engagement from the prospects business process owners. Since the SCM solution offering is a
mission critical application that directly impacts the business owners ability to function on a daily basis,
the need to have them intimately involved in the validation and evaluation of the proposed value
proposition is critical. This involvement is not only to gain their acceptance of the value proposition
being delivered, but also to gain acknowledgement that the current processes must change if they are
to meet their stated business objectives. Success in the Evaluation Phase is dependant on our ability to
engage with the appropriate business process owners to validate a common understanding of the
challenges and opportunities facing the customer and our team, as well as setting expectations ranging
from overall project difficulty to ongoing SAP involvement.
Implementation Phase Project Preparation
As with the Discovery Phase, the Project Preparation Phase will lay the foundation for a successful
project. Failure to properly plan a SCM project utilizing the available tools will jeopardize the success of
the project and thus the operational integrity of our customer. Although this statement can be made
Page 6
about any project, the potential severity of impact and the ability to manage through difficult issues is
paramount in the complex environment of a SCM project.
Implementation Phase Business Blueprint
With proper business user involvement and senior management support, the Business Blueprint Phase
has already crossed a major hurdle. The focused effort to establish an acceptable and supportable
process oriented solution structure encompasses the SCM application as well as the associated
process changes and enhancements that impact success. The blueprinting activity of a SCM project
must drive to the business objectives set forth by business owners and all decisions impacting the
blueprint design should be considered in this fashion. Additionally, it is imperative to reach a level of
detail in the blueprinting process that sufficiently depicts the end solution so as to perform a process
oriented solution check that captures and communicates identified gaps for closure or acceptance.
Implementation Phase Realization
Continuing the momentum gained during the Blueprint Phase, the activities of the Realization Phase of
a SCM project are critical linkages between the designed solution and ultimately achieving measurable
KPI results. Elements such as the level of the business involvement, open communication of risk
factors to properly manage expectations, and complete and rigorous testing protocols are key indicators
of the potential success or probable failure of a SCM project.
Implementation Phase Final Preparation
During the Final Preparation Phase, minor details can become major issues if care has not been taken
to identify and communicate all the critical tasks and activities associated with a SCM project. Most
activities in this phase are not too different than a traditional project, but the service offerings from SAP
Support are critical elements that must be completed.
Implementation Phase GoLive & Support
During the busy period of GoLive, continuing to strengthen our customer intimacy is a valuable activity
that will lead to more open, productive, and quick discussions to resolve any issues that arise.
Additionally, the effort extended to ensure a smooth production cutover for the customer is critical given
the nature of the mission critical processes being impacted with the new solution deployment. The key
activities during this phase must reflect a proactive assessment of the GoLive process to ensure issues
are identified and solved before significantly impacted the customers ability to conduct business.
Continuous Business Improvement
As a result of managing the SCM engagement utilizing this Handbook, the CBI Phase becomes an
easier subject to discuss with the customer. The momentum gained during the previous phases of the
engagement should serve as a springboard to discuss additional opportunities to assist the customer in
achieving their business objectives. However, before reaching that discussion point the current efforts
must be finalized to ensure the customer is quickly moving toward their desired result and performance
metrics. If we have helped the customer attain their performance metrics, we are in a better position to
discuss the next opportunity with them.
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Page 8
Discovery Checklist
Discovery (CEL Phase 1) Checklist
Owner: _____________________________
Checkpoint
1.1
Qualified SCM Lead Identified

Qualify customer/prospect SCM
opportunity based on industry fit and
high-level SCM solution fit.
1.2
When
Reference/Resources
After initial SCM

prospects have
been identified.
Date
Completed
Completed by
_________
______________
_________
______________
Add. Info /
Result
Communication
with appropriate
SAP AE to
develop target
strategy.
1.1 Communication Guideline for Lead Qualification

Contact appropriate IBU if limited industry fit or customer
SAP Account Team
references to assess applicability.
SCM Opportunity & Engagement Plan Completed

Create or amend account opportunity
Prior to engaging
plan to accurately reflect the SCM
the customer in
opportunity.
a SCM value
discussion.
If SCM Opportunity Plan does not
exist or is incomplete go to x1.1
Extended Checklist.
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Completed
account plan
with SCM focus.
3.1
Discovery Extended Checklist
Discovery (CEL Phase 1) Extended Checklist

Owner: _____________________________
Checkpoint
When
x1.1 SCM Opportunity Plan & Engagement Completion

x1.1.1 Initiate and complete an Opportunity
Before
Assessment for SCM opportunities.
presenting a
value
Review based on:
proposition to
- Account Profile
customer.
- Resources and relationships
- SCM value and proof
- Solution, product technology, and
support
x1.1.2
x1.1.3
Complete a SCM GASP Worksheet

utilizing Value Based Selling (VBS)
techniques.
Before
presenting a
value
proposition to
customer.
Define and verify SCM VBS customer

engagement strategy and plan.
Before
presenting a
value
proposition to
customer.
Reference/Resources
Date
Completed
Completed by
_________
______________
_________
______________
_________
______________
Page 10
Add. Info /
Result
Communication
with appropriate
SAP AE to
develop target
strategy.
Validated and
documented
SCM Value
Assessment
including a
value
proposition or
case for action.
Updated SCM
VBS
engagement
strategy.
Evaluation Checklist
Evaluation (CEL Phase 2) Checklist
Owner: _____________________________
Checkpoint
2.1
2.2
When
Reference/Resources
Customer's SCM Readiness is Understood and Documented

Understand, and document
During initial
Business Consulting
potential risk factors, relative to
discussions of
the level of understanding of the potential
Supply Chain Management
opportunity with
discipline, associated enabling
the customer.
technologies, and
cultural/process change
management issues.
Formal SCM Business Case or Case for Action Exist
The customer has clearly
Prior to
Business Case Builder
identified and quantified
extending
Online Tool
business objectives (as defined
significant
by key senior business owners,
resources in the
not IT) documented in a
Evaluation
business case or a case for
Phase.
action, ideally utilizing SCOR.
Date
Completed
Completed by
_________
______________
_________
______________
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Add. Info / Result
Input to SCM
Opportunity Plan.
Capture customer
created documents
for review and input
to SCM Opportunity
Plan.
Checkpoint
2.3
When
High-level Solution Design Documented

Formal documentation of
After initial
proposed high-level solution
opportunity
design to achieve defined
assessment and
business objectives is created.
basic
understanding of
business
objectives.
1
Reference/Resources
Date
Completed
Completed by
_________
______________
_________
______________
Solution Composer
Add. Info / Result
Documented for
use during Remote
Customer
Evaluation.
2.3 Communication Guideline for Solution Risk

Communicate solution and results from the CEL
Risk Management Tool to the appropriate
management level.
Low Risk - Sales Manager and Regional SCM PSO
Manager.
Medium Risk - Above plus National SCM PSO
Manager and Regional Managing Director or
Regional SVP (US only).
High Risk - Above plus SCM Project Board.
2.4
Initial Hardware Solution Size Estimated

A Quick Sizer Project created
After initial
based on initial understanding of opportunity
key business processes and
assessment and
estimated performance and
basic
hardware requirements.
understanding of
business
objectives.
1
alias /sizing in Service

Marketplace
________________
2.4 Communication Guideline for Hardware Sizing Estimate

Communication of solution parameters and initial
Quick Sizer result to selected (or targeted)
hardware partner(s) for initial hardware sizing.
Quick Sizer Project

Number:
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Checkpoint
2.5
2.6
When
Reference/Resources
Safeguarding SCM - Remote Customer Evaluation Completed

Confirm solution capability
Ideally before
SCM SAP Account
versus business requirements
the first
Team
by conducting a Remote
demonstration,
Customer Evaluation.
but can be
shortly after.
High-Level Project Plan Developed with Safeguarding SCM Services Included
A high-level Project Plan
Preparation for
including project organizational
and delivery of
structure, customer skills and
value
resources, timeline, scope,
proposition.
responsibilities, budget, and
assumptions has been
developed and delivered to the
customer.
2.6 Communication Guideline for Services Forecasting
1 Communicate with Regional SCM PSO Manager to
properly forecast resources and skill requirements.
Date
Completed
Completed by
_________
______________
_________
______________
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Add. Info / Result
High risk
designation from
the RCE see x2.1
Extended Checklist
for additional items.
Input for detailed

project plan during
Implementation
Phase.
Checkpoint
2.7
When
Reference/Resources
Safeguarding SCM included in Customer Proposal and Contract

Correctly identify APS for
Deal closing and
SAP Account Team
Mission Critical Projects and
signature of
Safeguarding SCM line items in
contract.
proposal generation and final
contract.
Date
Completed
Completed by
_________
______________
If the customer already owns the

APS engine without
Safeguarding SCM, consider
bundling components from SAP
Active Global Support to
augment the services portion of
the contract. (Components
include SAP Safeguarding for
Implementation, SAP System
Administration for SAP APO,
and Online Alerting)
2.7 Communication Guideline for Services Forecasting
Inform SAP Active Global Support of signed contract
SAP Active Global
and proposed implementation timetable impacting
Support Homepage
delivery of Support services.
Inform SCM PSO of signed contract and proposed

implementation timetable requiring SAP resources.
SAP Active Global Support tracks contract closures

for APS for Mission Critical Projects to assign a SAP
Support Advocate who contacts the account team to
begin service planning process.
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Add. Info / Result
Input to final project

plan to ensure all
contractual services
are completed.
4.1
Evaluation Extended Checklist
Evaluation (CEL Phase 2) Extended Checklist

Owner: _____________________________
Checkpoint
When
Reference/Resources
x2.1 SCM Project Board Review of the RCE output

x2.1.1 SCM Project Board reviews and
Following RCE
determines level of necessary support as warranted.
beyond the Safeguarding SCM service
bundle.
(Could possibly require MaxAttention
elements and Safeguarding SCM
bundle know as mySAP SCM
Premium Services Package).
x2.2 Determination of Customer Development Project
x2.2.1 Determination of identified gaps and
Major
decision regarding potential inclusion
functional gap
in standard and trigger SAP Global
identified.
Custom Development Services
(GCDS) as necessary.
Date
Completed
Completed by
_________
______________
_________
______________
GCDS Home Page
Page 15
Add. Info /
Result
Identification of
high risk
project
potential and
possible
mitigation
activity.
Definitive gap
explanation
and resolution
options.
Implementation Project Preparation Checklist

Implementation (CEL Phase 3a) - Project Preparation Checklist
Owner: _____________________________
Checkpoint
3.1a
3.2a
Project Charter Documented

Develop and communicate
Project Charter with senior
business sponsor(s), including
KPIs and tracking methodology.
When
Reference/Resources
Beginning of
Project
Preparation
Phase.
Project Implementation Plan Developed

Plan to detail the timeline of all
Shortly after
Implementation sub-Phases,
Statement of
including resources and SAP
Work (SOW) is
provided support offerings.
signed.
Customer identification of
resources should specify name,
role, experience, skill set, etc.
Ensure that appropriate Support
services are incorporated into
the plan.
Date
Completed
Completed by
_________
______________
_________
______________
3.2a Communication Guidelines for Project Plan Development

Inform SAP Active Global Support of current
See CSN Note 38373
project/implementation plans and any potential
(16481 for German
special services identified for all implementation
customers only) for
sub-phases.
country contact
information.
Page 16
Add. Info /
Result
Project charter
signed off by
senior business
sponsor(s).
Detailed project
plan signed off
by all parties.
Checkpoint
3.3a
3.4a
3.5a
3.6a
When
Reference/Resources
High-level KPI Assessment Plan Developed

Plan to detail milestones for
Shortly after
assessing achievement of KPIs, SOW is signed.
based on the business drivers,
after going live.
Change Management Methodology and Plan Included in Project Scope
Methodology and plan spelled
Shortly after
out to assess and implement
project plan is
organizational structure
approved.
changes, business process
improvements, personnel skill
set enhancements, etc.
Technical Landscape and Operational Concepts Considered
Review technical landscape
Shortly after
versus SCM Landscape
project plan is
Guidelines and plan for System
approved.
Operational Concepts in
implementation plan.
Project Escalation Process Defined
The customer has defined the
internal project escalation
process and procedures to
ensure timely resolution,
including knowledge and use of
SAP's Support process. The
described escalation procedure
should be part of the Project
Charter.
Shortly after
project plan is
approved.
Date
Completed
Completed by
Add. Info /
Result
_________
______________
KPI assessment
plan signed off
by all parties.
_________
______________
_________
______________
_________
______________
Page 17
Change
management
methodology
and plan signed
off by all parties.
Internal project
escalation
process to
resolve issues.
Checkpoint
3.7a
When
Reference/Resources
Customer Acceptance of Milestones and Deliverables

Business sponsor(s) and IT
Before starting
sponsor(s) accept milestones
Blueprint Phase.
and deliverables as identified
and documented during the
Project Preparation Phase.
1
Date
Completed
Completed by
_________
______________
3.7a Communication Guideline for Customer Acceptance

Formal documentation of customer acceptance
regarding milestones and deliverables is captured
and documented.
Page 18
Add. Info /
Result
Formal
documentation
to serve as audit
trail if needed.
Implementation Business Blueprint Checklist

Implementation (CEL Phase 3b) - Business Blueprint Checklist
Owner: _____________________________
Checkpoint
3.1b
3.2b
When
Reference/Resources
Business Blueprint Document Completed

Document detailing the
Shortly after
business processes involved in completion of the
each functional area. Key
Business
business process owners must
Blueprint
be involved in the Business
document.
Blueprint workshops. Solution
process must detail whether it
is standard functionality, a
workaround, a compromise,
customization (gap), etc.
Original Estimated Solution Size Refined
Original sizing estimate
Shortly after
updated with information from
Business
Blueprint Phase activities to get Blueprint
a more accurate representation document is
of hardware requirements.
approved.

Marketplace
Date
Completed
Completed by
Add. Info / Result
_________
______________
Roadmap to begin
Realization Phase.
_________
______________
Updated Quick
Sizer Project
Number:
________________
3.2b Communication Guideline for Hardware Sizing Refinement

Communication of revised solution parameters to
hardware partner for sizing refinement.
Page 19
Checkpoint
3.3b
3.4b
When
Reference/Resources
Date
Completed
Completed by
Master Data Concept & Master Data Maintenance Procedure Documented

Establish process to obtain and Included in the
accurately maintain the
Business
required master data for the
Blueprint
designed solution.
document.
SCM Operational Concept Documented
Proper System Operational
Before
Concept Model (including
Realization
Master Data Maintenance
Phase begins.
Processes) has been
developed and deployed.
Add. Info / Result
Master data
concept included in
the Business
Blueprint document.
_________
______________
Page 20
Checkpoint
3.5b
When
Functional and Technical Feasibility Check Completed

Assessment of the feasibility of
Before
the proposed functional process Realization
solution in the blueprint
Phase begins.
document by qualified SAP
resources. This should be
executed if the result of the
Remote Customer Evaluation
(RCE) is medium or high risk.
Reference/Resources
alias /safeguarding in
Service Marketplace
Date
Completed
Completed by
_________
______________
Solution Review
document is
developed and
given to the project
team and SCM
Project Board.
(US customers may
choose the Solution
Review Program
services provided
by the SCM Expert
Services team.)
Scheduled automatically by
alias /servicecat in
SAP Support Advocate if
Service Marketplace
Customer has Safeguarding
SCM bundle; otherwise
Customer orders SAP
Safeguarding for
Implementation via SAP
Service Catalog. All remaining
SAP Safeguarding for
Implementation services will be
scheduled automatically.
3.5b Communication Guideline for Solution Risk Update
Updated CEL risk statement, based on the
Blueprint solution, is communicated to the
appropriate management level.
Low Risk - Sales Manager and Regional SCM
PSO Manager.
Medium Risk - Above plus National SCM PSO
Manager and Regional Managing Director or
Regional SVP (US)
High Risk - Above plus SCM Project Board.
Add. Info / Result
Page 21
Checkpoint
3.6b
When
Reference/Resources

Before
Realization
Phase begins.
Blueprint Phase.
1
Date
Completed
Completed by
_________
______________
3.6b Communication Guideline for Customer Acceptance

and documented.
Page 22
Add. Info / Result
Formal
documentation to
serve as audit trail if
needed.
Implementation Realization Checklist

Implementation (CEL Phase 3c) - Realization Checklist
Owner: _____________________________
Checkpoint
3.1c
3.2c
3.3c
When
Reference/Resources
SAP Solution Manager Installed and Utilized

SAP Solution Manager is
Business
alias /solutionmanager in
installed and activated for
blueprint and
Service Marketplace
service delivery.
technical design
have been
completed and
system
available.
Customer Registered for HotNews and TopNotes
Filter setting for high priority
Business
alias /notes in Service
Notes to aide in the solution
blueprint and
Marketplace
configuration using the latest
technical design
updates from SAP.
have been
completed and
system
available.
Functional Gap Identification and Resolution Steps Documented
A finalized document detailing all Before end-user
functional gaps and their
training begins.
proposed resolution is approved.
Date
Completed
Completed by
_________
______________
_________
______________
_________
______________
3.3c Communication Guideline for Gap Identification

Communicate functional application gap(s) to the
appropriate IBU for consideration in the Roll-in
process.
Page 23
Add. Info / Result
See x3c.1
Extended
Checklist for
additional support
connectivity items
for completion.
See x3c.1
Extended
Checklist for
additional support
connectivity items
for completion.
Gap identification
and resolution
document is
signed off by all
parties.
Checkpoint
3.4c
When
Reference/Resources
Solution Testing Completed

Unit, integration and
After the test
mass/volume testing has been
scripts have
completed. This includes testing been developed
the security authorizations of the and before endvarious roles defined in the
user training
system with the proper
begins.
involvement of end-users.
3.4c Communication Guideline for Testing
1 Contact appropriate local SAP Active Global
alias /supportcenters in
Support organization and SAP Support Advocate to
Service Marketplace
engage the Support Process Monitoring (SPM)
process to expedite processing of customer
messages, avoid GoLive delay due to escalated
messages, needed weekend support for GoLive, or
production down situation.
Date
Completed
Completed by
_________
______________
See CSN Note 38373 (16481 for German customers

only) for country contact information.
Page 24
Add. Info / Result
All test scenarios

are signed off by
the appropriate
test personnel as
successfully
executed.
Checkpoint
3.5c
3.6c
When
Technical Integration Check (TIC) Completed

A Technical Integration Check
After completion
(TIC) has been completed to
of Integration
ensure proper flow of data
testing.
between the various systems
and resolve any performance
problems.
Scheduled automatically by SAP
Support Advocate if Customer
has Safeguarding SCM bundle;
otherwise Customer orders SAP
Technical Safeguarding for
Implementation via SAP Service
Catalog.
Final Solution Size Review Completed
Review revised sizing results
versus updated solution
configuration to adjust
requirements and document
changes.
Reference/Resources
alias /safeguarding in
Service Marketplace
Date
Completed
Completed by
_________
______________
_________
______________
Service Marketplace
After completion
of Technical
Integration
Check, minimum
8 weeks prior to
GoLive.

Marketplace
3.6c Communication Guideline for Final Solution Size Review

Communication of final solution parameters to
hardware partner for final solution sizing refinement.
Page 25
Add. Info / Result
Any problems
with the
integration of the
various systems
are identified and
rectified,
including
performance.
Update to original
Quick Sizer
Project number
assigned during
initial sizing
exercises.
Checkpoint
3.7c
When
Reference/Resources

Before Final
Preparation
Phase.
Realization Phase.
1
Date
Completed
Completed by
_________
______________
3.7c Communication Guideline for Customer Acceptance

and documented.
Page 26
Add. Info / Result
Formal
documentation to
serve as audit
trail if needed.
7.1
Implementation Realization Extended Checklist
Implementation (CEL Phase 3c) - Realization Extended Checklist

Owner: _____________________________
Checkpoint
When
Reference/Resources
x3c.1 Support Connectivity Confirmed

x3c.1.1 A data connection is required between
the production system and SAP for all
remote services. The necessary
software components must also be
installed for remote services.
Date
Completed
Completed by
_________
______________
_________
______________
Also see SAP Note 91488.

x3c.1.2
The usage of the SAP EarlyWatch

Alert is a mandatory prerequisite for
productive systems.
alias /ewa in Service

Marketplace
Also see SAP Note 207223.

x3c.1.3
Computing Center Management

System (CCMS) is activated.
Page 27
Add. Info /
Result
Implementation Final Preparation Checklist

Implementation (CEL Phase 3d) - Final Preparation Checklist
Owner: _____________________________
Checkpoint
3.1d
3.2d
When
SAP GoingLive Check - Analysis (GA) Performed

SAP Active Global Support has
After completion
performed SAP GoingLive
of Integration
Check - Analysis (GA) to make
testing. 8 weeks
a system performance and
prior to GoLive.
sizing review.
Scheduled automatically by
SAP Support Advocate if
Customer has Safeguarding
SCM bundle; otherwise may be
included in previously
purchased SAP service
bundles, but can be order
separately via SAP Service
Catalog.
Solution Testing Completed
Successful completion of
volume/stress and SCM
Operational Concept testing
with proper end-user
involvement.
Reference/Resources
Date
Completed
Completed by
alias /safeguarding or
/goinglivecheck in
Service Marketplace
_________
______________
_________
______________
Service Marketplace
Recommended
to complete after
GA and prior to
GO.
Page 28
Add. Info / Result
GoingLive
Analysis
assessment
document
containing
technical
recommendations.
All test scenarios

are signed off by
the appropriate
test personnel as
successfully
executed.
Checkpoint
3.3d
When
SAP GoingLive Check - Optimization (GO) Performed

SAP support has performed the 4 weeks prior to
SAP GoingLive Check GoLive.
Optimization (GO) to check the
system performance.
Reference/Resources
Date
Completed
Completed by
/goinglivecheck in
Service Marketplace
_________
______________
_________
______________
Scheduled automatically.
3.4d

Before GoLive &
Support Phase.
Final Preparation Phase.
1
3.4d Communication Guideline for Customer Acceptance

and documented.
Page 29
Add. Info / Result
GoingLive
Optimization
Check document
containing
technical
recommendations.
Formal
documentation to
serve as audit trail
if needed.
Implementation GoLive & Support Checklist

Implementation (CEL Phase 3e) - GoLive & Support Checklist
Owner: _____________________________
Checkpoint
3.1e
3.2e
When
Reference/Resources
All GoLive Risks Identified

Formally document and
Before final
communicate all identified
GoLive Decision.
GoLive risks to manage
expectations and allow the
customer to make an informed
GoLive decision.
3.1e Communication Guideline for GoLive Risks
1 All previous checkpoints have been completed (or
an explanation given for non-compliance to the
Handbook process) and a final risk exposure has
been communicated to the customer and SCM
Support Advocate for GoLive.
Final GoLive Support Infrastructure Known and Communicated

Support Process Monitoring
Before GoLive
(SPM) engaged to expedite
processing of customer
messages, avoid GoLive delay
due to escalated messages,
needed weekend support for
GoLive, or production down
situation. Also should include
identification of needed
personnel and availability status.
Date
Completed
Completed by
_________
______________
_________
______________
Page 30
Add. Info /
Result
Documentation
of GoLive risks
as seen by SAP
and the Partner.
Confirmed
Support
contacts and
availability.
10
Continuous Business Improvement Checklist

Continuous Business Improvement (CEL Phase 4) Checklist
Owner: _____________________________
Checkpoint
4.1
KPI Performance is Measured

KPI data captured and
documented to determine
success and minimize subject
evaluation of business impact.
1
4.2
When
Reference/Resources
GoLive and
beyond.
Date
Completed
Completed by
_________
______________
_________
______________
Add. Info / Result
Value attainment
metrics for
quantitative
assessment.
4.1 Communication Guidelines for KPI Performance

Success Story and Case Study activities are
SAP Account Team
initiated with the customer and formal enrollment in
the SCM Customer Appreciation Program is
encouraged.
SAP GoingLive Check - Verification (GV) Performed

Engage SAP support to perform Performed 4
the SAP GoingLive Check weeks after
Verification (GV) to verify
GoLive.
system performance, growth,
and operations.
/goinglivecheck in
Service Marketplace
Scheduled automatically.
Page 31
GoingLive
Verification Check
document
containing
findings and
recommendations.
Checkpoint
4.3
4.4
When
Solution Management Assessment (SMA) Performed

Engage SAP Support to perform After GoLive.
Solution Management
Assessment (SMA) to analyze
core business processes,
system configuration, and
Operational Concepts.
The SMA is not part of the
Safeguarding SCM services
bundle and should be order
separately via SAP Service
Catalog.
SAP EarlyWatch (EWA) Alert Running
Engage customer to run SAP
After GoLive.
EarlyWatch Alert (EWA) as the
automatic preventive system
analysis tool on a regular basis.
Date
Completed
Completed by
Service Marketplace
_________
______________

Marketplace
_________
______________
Reference/Resources
Page 32
Add. Info / Result
If issues are
detected, go to
x4.1 Extended
Checklist.
For additional
information refer
to x4.2 Extended
Checklist
10.1
Continuous Business Improvement Extended Checklist
Continuous Business Improvement (CEL Phase 4) Extended Checklist

Owner: _____________________________
Checkpoint
x4.1 Solution Management Optimization
x4.1.1 Determine if SAP Active Global
Support Services offers Optimization
Packages to address identified issues.
x4.2 Early Watch Alert
x4.2.1 Determine if prerequisites for SAP
EarlyWatch Alert installed and
running.
The installation procedure to use SAP
EarlyWatch Alert is described in SAP
Note 207223.
When
Reference/Resources
Date
Completed
Completed by
Follow-up to
SMA activity.
alias /smo in Service

Marketplace
_________
______________
Customer
system is live
and applied to
daily
operations.

Marketplace
_________
______________
Page 33
Add. Info /
Result
11
Definition and Standards

Definitions and Standards
Description
Link/alias
Active Global Support
Term
SAP Active Global Support is a global organization with over 2,000 employees
in over 40 countries backed up by more than 6,000 developers. More than
15,500 customers with over 20,000 active installations are supported worldwide.
In 2001 SAP Active Global Support delivers worldwide solutions for over
800,000 customer messages, over 34,000 proactive service sessions (for
example, SAP GoingLive Check, SAP EarlyWatch Check) and 500+ on-site
services (for example, Safeguarding and Optimization services). In addition,
SAP Active Global Support has service enabling trainings for large customers
(Empowering services), develops methodologies, infrastructures and services
for solution management and to audit the startup and continuous improvement
of operations.
SAP Active Global Support

Homepage
Best Practices
SAP Best Practices represent prepackaged business expertise in the form of

methodology, documentation and reliable preconfiguration for mySAP Business
Suite solutions. Best Practices for mySAP Supply Chain Management are
preconfigured business scenarios that allow the user to rapidly set up supply
chain processes.
alias /bestpractices in Service

Marketplace
Business Blueprint Document
Minimum content of this document include:

- Project scope and detailed plan
- Organizational change management
- Business Process Blueprint
(Analysis as is process, Business transformation (as is => to be), solution
transformation and solution conception)
- Integrated prototype of critical functionalities
- GAP documentation and solution proposal
- Operational concept
Page 34
Business Blueprint Phase
The purpose of this phase is to create the Business Blueprint, which is a

detailed documentation of the results gathered during requirements workshops.
Furthermore, the Business Blueprint documents the business process
requirements of the company. On this basis, you achieve a common
understanding how the company intends to run its business within the SAP
System.
Business Map & Engagement

Tools (BMET)
BMET provides content and tools that make it easy to communicate and
document how SAP solutions enhance business processes, and help
customers align their business needs and strategies with their information
technology requirements.
BMETs content and tools act as a knowledge transfer platform; allowing SAP,
customers, and partners, to speak a common language or, "work from the same
page" regarding how SAP solutions support business processes and what
business value they deliver. SAP's Business Maps (Solution Maps and
Collaborative Business Maps) achieve this with an intuitive visualization of
business processes and solutions. Engagement Tools allow for this visual
content to be customized, supporting solution design, and to analyze and
calculate the potential customer-specific value and return-on-investment (ROI)
from adopting business processes and solutions.
Computing Center Management

System (CCMS)
The Computing Center Management System (CCMS) allows you

to monitor, control, and configure your SAP System.
Customer Engagement Lifecycle

(CEL)
Through its Customer Engagement Model (CEM), SAP will provide customers
with the keys to unlock the full potential of SAP so they can achieve the highest
business value throughout the customer engagement life cycle with our worldclass business ecosystem. The CEM provides a global framework for the way
of working of the Field Organization and covers the entire Customer
Engagement Lifecycle (CEL). The Model outlines the optimal sales approach
and methods for the Field Organization and is designed to facilitate the effective
deployment of virtual account teams. The goal is to earn the right of being a
permanent, trusted advisor and to create value for both SAP and our
customers. The CEM is a major strategic initiative for SAP and an integral part
of the global go-to-market strategy. It is based on team approach and ensures
that Marketing, Sales, Consulting, Training, Development, Support, and SAP's
extensive partner network speak with One Voice to the customer.
Page 35
alias /bmet in Service Marketplace
Customer Project Information

Database (CPI)
The Customer Project Information (CPI) initiative was established in 1999 to

provide SAP with the capability to record and access knowledge regarding SAP
projects globally in a consistent format.
The CPI application is fundamentally a knowledge management repository that
supports the recording and reporting of project related information including:
- Methodology
- Project metrics (scope, duration, budgets, start/end dates, success factors)
- Project risk assessment
- Key contacts (Customer, Partner and SAP)
- Project experience documents
- General project documents
EarlyWatch Alert (EWA)
Preventive System Analysis

To ensure optimal performance and availability of your SAP system, the SAP
EarlyWatch Alert includes extensive analyses of performance and important
administrative areas. It runs fully automatically, is free of charge and forms the
foundation for further services during the entire lifecycle of your SAP system.
SAP EarlyWatch Alert is a remote service which allows a regular and automatic
monitoring of the system performance and the essential administrative areas of
the SAP system to
- Minimize risk of bottlenecks and downtimes
- Analyze problems and their proactive prevention
- Deliver Regular status reports to support your IT management
- Automatic updates of your SAP system data in the SAP Service Marketplace
Page 36
alias /ewa in Service Marketplace
EarlyWatch Check (EW)
The SAP EarlyWatch Check analyzes the components of the mySAP Business
Suite solution, operating system and database to determine how to optimize
performance and keep the total cost of ownership to a minimum. The underlying
concept of the SAP EarlyWatch Check is to ensure smooth operation of your
mySAP Business Suite solution by taking action proactively, before severe
technical problems occur.
alias /earlywatch in Service

Marketplace
Up to two SAP EarlyWatch Checks are provided per year to SAP customers
within SAP Standard Support. For customers of value-added resellers (VARs),
special conditions apply. For details on these conditions, please contact your
VAR.
The delivery lasts one day and is delivered via remote connection.
Final Preparation
The purpose of this phase is to complete the final preparation (including testing,
end user training, system management and cut-over activities), to finalize your
readiness to go live. The Final Preparation phase also serves to resolve all
crucial open issues.
Functional Feasibility Check
The first step of SAP Safeguarding for Implementation is a functional feasibility

check, which investigates the applications to ensure business process
objectives are being met. The Check looks for good implementation practices
while following a prescribed methodology.
In the next step functional areas that should be focused on by the project team
and associated risk areas are identified in an assessment. The objective is to
provide business application expertise to highlight potential problem areas to
the project team early in the implementation.
GASP Worksheet
(Gather/Analyze/Surmise/Position)
A Value Based Selling tool used during the Discovery Phase to Gather financial
data of the target company and its competitors, Analyze the data gathered to
identify potential opportunities areas to explore, Surmise a potential value
proposition based on the data analyzed, and finally build a Positioning message
that would communicate the opportunity and the value proposition to the
customer as a topic of discussion to explore SCM opportunities.
Page 37
alias /safeguarding in Service

Marketplace
Global Custom Development

Services (GCDS)
Services of Global Custom Development Services include:
GCDS Home Page
Custom Development Projects

- Development of Enhancements and Expansions
- Development Intensive Integration
Premium Project Services
- Development Strategy and Concept
- Development Program and Project Management
- Development Quality Assurance
- Risk Assessment for Development Projects
- Development Project Coaching
- Software Delivery Services
Maintenance
- Maintenance Outsourcing of Custom Developments
Optimization
- Modification Clearing Service
GoingLive Check - Analysis (GA)
Proactive Remote Service:

The Analysis session checks the major system components of your mySAP
Business Suite solution to verify system availability and consistency. The
following will be analyzed:
- Hardware sizing
- System configuration
- mySAP Business Suite solution operation
Page 38

Marketplace
GoingLive Check
As the mySAP Business Suite project comes close to the GoLive date, all
previous tasks assigned to SAP, customer project team and delivery partners
have to be checked whether successfully accomplished or not.
alias /goinglivecheck in Service

Marketplace
This stage of SAP Safeguarding for Implementation is made up of a set of three

service sessions - Analysis, Optimization, and Verification. The three service
sessions are used to analyze the important components of the customer
systems and to check whether the existing hardware is appropriately sized.
They examine important business processes in your mySAP Business Suite
solution to see whether the response times that you require can be achieved.
After each session, the customer will receive a detailed report indicating the
status of the system and recommendations to be implemented to ensure an
optimal implementation and a smooth production start for the mySAP Business
Suite solution.
GoingLive Check - Optimization
(GO)

The Optimization Session checks typical business processes and the
transactions involved in those processes for possible improvement in
performance and through put.

Marketplace
For these transactions, the following analyses are performed:

- Statistical records analysis
- SQL trace analysis if the transactions have critical runtimes
- Technical optimization of the transactions
GoingLive Check - Verification
(GV)

The Verification Session is a routine check of the solution to verify that
everything works. In this session, the SAP consultant verifies that the
requirements determined in the Analysis session have been met. By this point,
your production system will contain representative data from daily operations,
and users can provide feedback on their experience with the production system.
GoLive and Support Phase
The purpose of this phase is to move from a pre-production environment to live

production operation. You must set up a support organization for end users, not
just for the first critical days of your production operations, but also to provide
long-term support.
Page 39

Marketplace
HotNews and TopNotes
SAP HotNews are SAP Notes with priority 1 - very high. They contain
solutions for problems that may endanger your production operations or data
consistency. This is why it is important that you receive the relevant SAP
HotNews as quickly as possible. You can display and personalize your settings
for SAP HotNews in the SAP Service Marketplace under Alias /notes. In
addition to this, you can also choose to have the relevant SAP HotNews items
sent to you via e-mail.
Industry Business Unit (IBU)
An Industry Business Unit (IBU) is an SAP organization that focuses on industry

specific needs, ensures that our solution is complete for this industry, supports
the SAP Field organization and also is responsible for collecting solution
requirements to ensure these requirements are addressed in future releases of
SAP software.
Key Performance Indicator (KPI)

Mission Control Center (SCM
MCC)
Project Charter
Consumer/Pharmaceutical -- Chemical/Mining, Oil & Gas -- Metal, Paper, Wood

-- High Tech -- Automotive -- Aerospace & Defense -- Retail -- Public Services -Service Providers -- Financial Services -- Telecom -- Utilities -- Media -Insurance
Specific, quantifiable business metrics utilized as tracking mechanisms to prove
success or guide corrective actions.
The SCM Mission Control Center (SCM MCC) is a virtual back office to support
implementation projects in critical situations.
Project charter describes the basis for a project. Therefore it should contain at a
minimum:
- Business goal
- Project master plan
- Main deliverables
- Project organization
- Constraints (e.g. other projects)
- Assumptions (as basis for the project)
- Scope (as detailed as possible)
- Out of scope
- Projects risks
- Change request procedure
- Project method (e.g. ASAP)
- Roles and Responsibilities
- Escalation procedure within the project organization
Page 40
alias /notes in Service Marketplace
Project Plan
A project plan is a representation of the project that captures all of the pertinent
tasks of an implementation. The project plan includes:
- Goals
- Scope
- Activities
- Relationships of activities
- Major milestones
- Schedules
- Resources
- Costs
Project Preparation Phase
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 project preparation help you to identify and
plan the primary focus areas that need to be considered.
Quick Sizer
The Quick Sizer is a tool jointly developed by SAP and its hardware partners to
help customers get an idea about initial sizing. Users can use the Quick Sizer
to translate business requirements into technical requirements. The sizing
questionnaire is online and up-to-date based on business-oriented figures. The
Quick Sizer calculates CPU, disk and memory resource categories based on
throughput numbers and the number of users working with the different mySAP
Business Suite components in a hardware and database independent format.
The tool intends to give customers and prospects an idea about the size of the
system necessary to run the proposed workload, which is also useful for initial
budget planning.
Realization Phase
The purpose of this phase is to implement business and process requirements

based on the Business Blueprint. The objectives are final implementation in the
system, an overall test, and the release of the system for production (live)
operation. The project team receives relevant knowledge
First internal customer screening in the Evaluation Phase regarding an
upcoming SCM implementation. It covers project related and process /
functional aspects. It is a mandatory service for every SCM project.
Remote Customer Evaluation

(RCE)
Risk Management Tool (CEL)
A CEL tool to manage the risk review (similar meaning to risk management)
process of identifying and quantifying risk exposure and developing a mitigation
strategy. It is supported by a predefined list of risk questions or events and a
spreadsheet that estimates impact and probability of the risks. The output of a
risk review is a risk summary report, a risk mitigation and response plan, known
as a Risk Profile Statement. Risk reviews should be done in a participative
Page 41
alias /sizing in Service Marketplace
manner that involves, among others, those who will contribute to risk mitigation
and response activities.
Risk Profile Statement
A Risk Profile Statement is to be prepared throughout the CEL Discovery and

Evaluation Phases and completed for submission at point of contract signoff for
new business (software and services). Currently a RPS is mandatory
worldwide for all fixed price engagements and for selected CRM and SCM
business. After completion and signoff the RPS information should be entered
in to CPI (refer to the Risk Profile specific screen) and a soft copy of the RPS
and scoring form attached to the CPI record for future reference. A hard copy of
the final signed off RPS must be lodged in the internal contract folder at time of
contract agreement.
Safeguarding for Implementation
SAP Safeguarding for Implementation is tailored to the mySAP Business Suite

project to minimize risk from the very beginning. It determines if the functions
are feasible for the existing situation and identifies technical risks early.
Throughout your project, recommendations will be given to solve coming issues
with respect to the business processes, solution landscape, interfaces and
modifications.

Marketplace
Safeguarding for Operations
Safeguarding for operations minimizes your total cost of operations. It

proactively identifies risks to daily operations and solves them before they
become of concern.

Marketplace
The Service contains:

- SAP EarlyWatch Check*
- SAP EarlyWatch Alert*
- SAP Solution Management Assessment
*Covered by SAP Standard Support. Some conditions do apply.
SAP Technical Safeguarding for
Implementation
SAP Technical Safeguarding for Implementation tailors itself to the existing

mySAP Business Suite project to minimize risk. This version of Safeguarding
minimizes risks in projects at any point when the business blueprint and
technical design is complete and onwards. Throughout the project,
recommendations to solve issues with respect to business processes, solution
landscape, interfaces and modifications will be given.
SCM Factbook
The Factbooks describe special modeling aspects, tips & tricks, and how-to
points in the various areas of the mySAP SCM solution.
Page 42

Marketplace
Safeguarding SCM
Safeguarding SCM identifies and manages the factors that pose a risk to your
implementation of an SAP solution involving SAP Advanced Planner and
Optimizer (SAP APO). Similar to the SAP Safeguarding for Implementation
service above, it adds the service SAP System Administration for SAP APO to
improve your system administration and it adds the set-up of automatic
message alerting to SAP to save valuable time in case of a critical system
situation.
SCM Project Board
An executive steering committee charged with overseeing all aspects of the

SAP SCM solution.
SCOR
The Supply Chain Operations Reference-model (SCOR) has been developed

and endorsed by the Supply-Chain Council (SCC), an independent not-for-profit
corporation, as the cross-industry standard for supply-chain management. The
SCC was organized in 1996 by Pittiglio Rabin Todd & McGrath (PRTM) and
AMR Research, and initially included 69 voluntary member companies. Council
membership is now open to all companies and organizations interested in
applying and advancing state-of-the-art supply-chain management systems and
practices. Member companies pay a modest annual fee to support Council
activities. All who use the SCOR-model are asked to acknowledge the SCC in
all documents describing or depicting the SCOR-model and its use. All who use
SCOR are encouraged to join the SCC, both to further model development and
to obtain full benefits of membership. Further information regarding the Council
and SCOR can be found at the Councils web site, www.supply-chain.org.
Services Solution Map
The Services Solution Map illustrates how mySAP Services effectively and
comprehensively support business solution throughout its life cycle.
Solution Management Assessment

(SMA)
It is important to identify all factors that influence the core business processes
as even small issues can affect their normal flow. The SAP Solution
Management Assessment (SMA) service brings the core business processes to
the forefront by mapping their technical and functional aspects clearly. The core
business processes are identified and then proactively assessed to eliminate
existing and potential issues before they seriously impact your core business
processes.
The Service consists of three parts:
- Preparation (normally Early Watch Check)
- On site visit
- Follow up
Page 43
alias /safeguardingscm in Service

Marketplace
SCOR 5.0 Overview Document
alias /servicesmap in Service

Marketplace
alias /sma in Service Marketplace
Solution Management Optimization

Services (SMO)
Optimization Services keep the mySAP Business Suite solutions running

optimally, improving return on investment and reducing the cost of operations.
They are composed of services focusing on technical optimization of application
and system operations. They take appropriate actions to efficiently solve
technical issues that you are facing already or which have been identified in
Safeguarding services as essential risk.
alias /smo in Service Marketplace
The Service is available in the following areas:

- Performance
- Data Volume
- Application Integration
- System Administration
Solution Manager
The SAP Solution Manager as integrated platform centrally running in a

customers solution landscape ensures the technical possibility to support
distributed systems. The SAP Solution Manager brings in a new area of solution
management covering all relevant aspects for technical implementation,
operations and continuous improvement.
Solution Review Program
The Solution Review Program provides the customer with an independent and
objective review of business processes and application configuration. It
provides an assessment of functional areas that should be focused on by the
project team and identifies associated risk areas. The purpose of this service is
to provide business application expertise to highlight potential problem areas to
the project team early in the implementation. The Solution Review focuses on
the project team structure and functional application.
Statement of Work (SOW)
The Statement of Work together with the terms and conditions of the
Professional Services Agreement describe the services to be provided to a
licensee of SCM for requested deliverables at specific rates. It includes scope
and approach, licensee responsibilities, assigned consultants and rates. Both
SAP and the licensee sign it.
Support Process Monitoring (SPM)
Team that accelerates flow and processing of customer messages across all
Support levels.
Page 44
alias /solutionmanager in Service

Marketplace
System Operational Concepts
SAP offers a variety of Best Practices for Solution Management tailored to your
needs when implementing and operating mySAP Supply Chain Management
(SCM). These Best Practices, based on the extensive experience of experts,
help you to avoid common mistakes and consequently to save money and time.
It addresses areas like:
- System Monitoring
- Backup and Recovery
- Applications Solution Management
Technical Feasibility Check (TFC)
The project is checked on-site to make sure it is technically feasible. This is

done with a questionnaire that uses interviews, which are performed by SAP
and the project team on customer site.
alias /soutionmanagement in Service

Marketplace

Marketplace
- Technical feasibility in detail in areas such as infrastructure, sizing and

volumes
- Potential integration issues such as interfaces
- The core competency of your staff in implementing and running the to-be
solution
- Functional risk briefly regarding gaps, modifications and legacy systems
Technical Integration Check (TIC)
Minimizing risk in the mySAP Business Suite project through technical

integration. Together with SAP consultants, the status of the project will be
determined and further tasks and responsibilities to ensure technical integration
in the mySAP Business Suite solution will be identified.
Areas to be reviewed:
- Core business processes
- Solution landscape
- Critical interfaces, both internal and external
- Business process and interface management to ensure data consistency,
performance, availability and operation of business processes and interfaces
- Operations strategy before and after going live
- Project milestones
- Future support organization
Page 45

Marketplace
Value Based Selling (VBS)
Value Based Selling (VBS) is a process of engaging business "owners" to

identify and understand their supply chain issues and opportunities and then
build a business case for moving to SAP solutions. VBS provides the SCM
sales team with a better understanding of their customers' business issues and
allows them to engage more effectively at an executive level within a customer's
organization. This engagement is based upon establishing industry and supply
chain management credibility early on in the process. In short, SAP's valueadded proposition for SCM can be used as a basis for discussion, decision, and
credibility - not just with CIOs, but also with business owners, the ultimate
decision-makers.
Page 46
12
Tools & Templates

(To be completed)
Page 47

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ReleaseVersion:

SCM Project Handbook

SCM Engagement 1 Draft

Contact InformationCPI Project Number

SCM Project Handbook Final DraftVersion 2.0P

SAP Consulting Contact

SCM Project Handbook Final DraftVersion 2.0P

How to use this Handbook............................................................................................................... 4

Discovery Extended Checklist............................................................................................................................. 10

Evaluation Extended Checklist............................................................................................................................15

Implementation Project Preparation Checklist..........................................................................16

Implementation Business Blueprint Checklist..........................................................................19

Implementation Realization Checklist........................................................................................23

Implementation Realization Extended Checklist...............................................................................................27

Implementation Final Preparation Checklist..............................................................................28

Implementation GoLive & Support Checklist............................................................................30

Continuous Business Improvement Checklist.............................................................................31

Continuous Business Improvement Extended Checklist.....................................................................................33

Definition and Standards................................................................................................................ 34

Tools & Templates........................................................................................................................... 47

SCM Project Handbook Final DraftVersion 2.0P

How to use this Handbook

SCM Project Handbook Final DraftVersion 2.0P

Use this Handbook as a living document for mySAP SCM engagements

SCM Project Handbook Final DraftVersion 2.0P

GoLive & Support

Continuous Business Improvement

SCM Project Handbook Final DraftVersion 2.0P

SCM Project Handbook Final DraftVersion 2.0P

SCM Project Handbook Final DraftVersion 2.0P

Qualified SCM Lead Identified

After initial SCM

1.1 Communication Guideline for Lead Qualification

SCM Opportunity & Engagement Plan Completed

SCM Project Handbook Final DraftVersion 2.0P

Discovery Extended Checklist

Discovery (CEL Phase 1) Extended Checklist

x1.1 SCM Opportunity Plan & Engagement Completion

Complete a SCM GASP Worksheet

Define and verify SCM VBS customer

SCM Project Handbook Final DraftVersion 2.0P

Customer's SCM Readiness is Understood and Documented

SCM Project Handbook Final DraftVersion 2.0P

Add. Info / Result

High-level Solution Design Documented

Add. Info / Result

2.3 Communication Guideline for Solution Risk

Initial Hardware Solution Size Estimated

alias /sizing in Service

2.4 Communication Guideline for Hardware Sizing Estimate

SCM Project Handbook Final DraftVersion 2.0P

Quick Sizer Project

Safeguarding SCM - Remote Customer Evaluation Completed

SCM Project Handbook Final DraftVersion 2.0P

Add. Info / Result

Input for detailed

Safeguarding SCM included in Customer Proposal and Contract

If the customer already owns the

Inform SCM PSO of signed contract and proposed

SAP Active Global Support tracks contract closures

SCM Project Handbook Final DraftVersion 2.0P

Add. Info / Result

Input to final project