Needs to be updated - SuccessFactors HCM Cloud Connect

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

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