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Showing posts with label implementation. Show all posts
Showing posts with label implementation. Show all posts

Sunday, April 26, 2009

5 Tips To Implement SAP R/3 - SAP Implementation

SAP R/3? What in the world is that? Well if you are asking those particular questions presently then you are not alone. A lot of folks out there wonder the same issue as you. SAP R/3 in reality is the introductory name of the company planning software which is produced by SAP AG based in Germany. The present name of this software is now SAP ERP.

The very original version of the SAP organization software comprised of a financial Accounting type of program known as R/1. The combination of the three letters comprising of S-A-P was finally substituted with the R/2 at the close of 1970. SAP R/2 was software created for a mainframe computer system and commonly operated on systems such as the IBM S-390 Enterprise mainframe computer. This software package proved to be extremely versatile and functioned flawlessly during the 80 s and the early 90 s.

These software modules were especially pop with the larger European organizations which real time applications with various capabilities. It was not long before the successes of the basic software prompt the SAP AG Company to expand its products and hence it worked out the SAP R/3 which was fully multiple platforms capable. This new software worked on a few platforms such as Microsoft Windows and the ever popular UNIX systems. From 1992 onward SAP ruled the business application market on up to 2002.

The real beauty associated with the SAP R/3 software is that it is produced to function as several modules that in effect provided support for many of the organizational operation frequently found in today’s modern businesses. These procedures ranged from Finances and Control, Human Resources, Materials Management Branch, Sales & Distribution, as well as the Production Planning section.

For Each One module was created to deals only specific business directed tasks nevertheless all the modules were ultimately related to each other. As an instance, billing department could issue an invoice which would be directed to the accounting part and would appear in those parts accounts receivable.

Combined with the brilliant multi-powered S-390 Mainframe computer this system comprised the ultimate software for business management. It could effectively be cross platform-ed without any information loss. In some other words you could easily use the Mainframe as your central working equipment and safely import information from your individualized servers irrespective of the platform that they were using.

The different SAP specialize modules are programmed for coordination within dependable business sections such as retail or utility functions.

Unluckily in order to apply all of these stunning features one would have to pay dearly for the affiliated license fees. The goal of SAP when it comes to their software growth is that they want to supply a good deal more capable product for the organization than would be possible for them to actual attempt to create on their own.

The structure of the SAP R/3 has been programmed by applying the copyrighted language ordinarily noted as Advanced Business Applications Programming or merely ABAP. This is a 4th generation programming language which allows a powerful subset of programs capable of catering complete parts for management and analyzes. Although all the modules were constructed to perform united each and every one can function solo.

Much could be written on this software package still because of the several Custom configurations that could be established it would take many pages to provide a mere scratching of the surface. To easier visualize this package you should sit down with a representative and tell them what your organization genuinely wants in the way of corporation answers.

Thursday, April 23, 2009

ASAP Roadmap

Phase 1: Project Preparation

 Phase 2: Business Blueprint

Phase 3: Realization

Phase 4: Final Preparation

Phase 5: Go Live & Support

Wednesday, April 22, 2009

Available ASAP Tools For SAP R/3

SAP R/3 offers many packages to implement SAP effectively and cost efficiently. Some of the packages with tools are

AcceleratedSAP (ASAP):

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The Project Estimator: Estimates required resources, costs and time frame.

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The Concept Check Tool:

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  The Implementation Assistant:

1.                               ASAP Implementation Roadmap & Project Plan

2.                               Knowledge Corner

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Question and Answer Database (Q&Adb): Used to assist in gathering requirements for business processes.

1.                                                               Business Process Master List (BPML)

2.                                                               Issues Database

SAP R/3 Business Engineer:

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SAP R/3 reference model: Comprehensive graphical process flows describing the SAP R/3 functionality from different point of view. It contains scenarios, processes and functions.

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  Implementation Guide (IMG): Used to configure all system parameters for the business processes in SAP R/3.

 Preconfigured Systems:

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Preconfigured US and Canadian clients

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Preconfigured industry system

Tuesday, April 21, 2009

ASAP Implementation Methodology

Any enterprise application software has to cover a broad spectrum of functionality, yet to be configured enough to meet specific requirements. SAP achieves this by ASAP methodology & R/3 Business Engineer. 

AcceleratedSAP (ASAP) is SAP’s standard implementation methodology. It contains the Roadmap, a step-by step guide that incorporates experience from many years of implementing SAP. Quality checks are incorporated at end of each phase to ensure quality of deliverables and monitor critical success factors. 

ASAP is delivered as a PC based package, so that an implementation project can begin prior to having an SAP R/3 system installed.

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ASAP Tools

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ASAP Roadmap

ASAP and Business Engineer have compatibility with many third party modeling tools and packages like MS Excel etc

R/3 Business Engineer

 

It contains a set of configuration and implementation tools, which enable you or your consultants to define configuration SAP. It helps to implement SAP R/3 very fast. SAP has standardized the SAP implementation procedure, simplified the way fu8nctions are presented and reduced the technical complexity of implementation. The Business Engineer resides in SAP. 

ASAP along with Business Engineer is suitable to

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Business professionals who need to discuss, prototype and design their Business Blueprint (enterprise model)

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IS departments of large enterprises who need to customize R/3 applications more effectively and more rapidly.

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Small and medium scale companies, who wish to implement SAP in cost-effective way.

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Consultants and SAP partners who are looking for efficient way of offering their services.

 

Some of the features of ASAP with Business Engineer are:

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Reduced implementation time.

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Intuitive understanding of wide range of functions offered by SAP R/3

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Process optimization using proven scenarios, processes and value chains.

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High quality installations through comprehensive procedural guidelines.

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Continuous, dynamic adjustment and optimization of SAP R/3 applications.

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 The capability to copy configured areas.

Monday, April 20, 2009

Before starting the implementation project

SAP R/3 implementation is generally a key project for any organization. It is necessary to do preparation before implementation. 

Many organizations speak of "transferring technology." But what does that mean? Transfer technology involves transfer of the system which includes the

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hardware

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software

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people

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processes

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information

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organization

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structure

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synchronization

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function and

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behavior.

It becomes obvious that the transfer of any part of the system, without the rest of it, does not transfer technology. In our context, the software SAP/3 is being changed. In most of the cases the hardware needs to be changed. The people need training to operate SAP system. But unfortunately, many organizations fail to understand that they need to change their processes. SAP is a package & it contains many best practices suitable to almost each industry. The designer (configuring the system) must design the system keeping the objective of the business objective in mind. The user should be prepared to change it’s processes and ensure that the objective of the processes is met. This should be done without or minimum distortion of the processes designed by SAP. This is a big challenge to the designer as well as user. It should noted that the user representative involved in the system design should be empowered for low level BPR decisions.

Also the information stored in the system will be in different form than the legacy system. The user must be prepared & trained for the changed.

The major challenge is behavioral change. Implementation of SAP R/3 system changes relationship of different persons, it gives/denies access to information which was not available/available to the person, it changes processes and control functions. This all gives behavioral issues. To get best out of SAP, these issues must be addressed before implementation.

SAP R/3 re-engineers many processes and the fear of downsizing and loosing job hinders free acceptance of SAP in many organizations. This fear hinders free communication between the end-users and SAP system designer. The communication is a vital element in successful implementation of SAP R/3. This issue of 'Fear Of Downsizing' must be addressed before starting implementation project. 

Saturday, April 11, 2009

Post Implementation Success

It is observed that many organizations pay a lot of attention to implementing SAP R/3 solution, but are ignorant on using SAP R/3 as a 'Business Driving Tool'.

Normal SAP R/3 implementation has 25 years of life span. The 'go-live' stage of an SAP R/3 implementation is just 'the end of the beginning'. 

The implementation partner naturally concentrates on acceleration of the implementation activity, knowledge transfer and minimum changes to SAP provided standard customization. In this process, the business units undergo a lot of changes.  But the IT department seldom changes. SAP R/3 is treated like traditional IT once go-live occurs. 

The organization should view SAP as an instrument for continuous improvement. The vision of SAP R/3 implementation should be evolutionary and not static. IT implementation should be viewed as a great opportunity to incorporate make synergy in IT and Business units.  One should understand that traditional IT approach can not drive business, it can just give support to the business. The traditional approach of IT staff is to ignore business needs and the traditional Business people approach to stay away from IT. Senior management must drive IT for business purpose.

Business people should take ownership to run IT for their business needs. That does not means to order for new reports or new codes, but to understand SAP given processes, the rational behind them and to tailor the same to get more value for their business. SAP R/3 should become an engine for benefit and not a cost center.

To achieve this benefit, the 'As is-To be' analysis should be continuously done. It is not one time activity to be done while implementation.

Post implementation success can be achieved by going through the Five steps roadmap.

Five Steps for post-implementation success

1.      Realign Business & IT

2.      Implement post go-live Analysis

3.      Enduring Technical Infrastructure

4.      Continuous Training

5.      Setting-up your COE

 

Wednesday, April 8, 2009

Why Do ERP implementations fail?

Many of the ERP implementations fail & management not able to understand the reasons. The same ERPs give very high ROI in one company, but it may fail to reproduce the results in another in the same industry.  What can be the reason?

A study was conducted in India on failure of ERP implementations. The three main reasons spotted in the study are

·      Client unable to perceive potentials of an ERP package: The clients perceive ERP as just another software development tool. They try to change ERP as per their current practice, instead of a readymade management tool with best practices incorporated.

·      Perceiving ERP as cost & not as 'Investment'. As ERP is regarded as cost, the clients try to minimize the  implementation cost by choosing Implementation partner having lowest quotation. There are many small players in India, employing fresh consultants. A team with almost all fresh consultants can not deliver expected results.

·      Clients fail to perceive ERP as on-going activity. The clients (specially in India) is growing very fast every year, but implemented ERP system is the same, giving mismatch between the added needs and  capability of implemented system. The client should modify the system continuously as per the changing needs of the business.

 

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