Transition to Support for Agile ERP (SAP) Projects - Overview
SAP Activate methodology is great for accelerating SAP software implementation and optimizing value thanks to agile concepts (backlog prioritized, focus on most important features, implementation on short sprints…). There remains however an area that is not always correctly planned, often relying on the assumption that there will be enough time towards the end of the project: the support process.
More often than not, implementation projects are followed by support contracts with the implementation company. While an implementation project is risky, consulting firms must be very careful and make sure to go live with a satisfied customer, as this will help agreeing on support. Some consulting company are ready to lose money on implementation in order to sign a much more lucrative support contract that will be spanning years or decades.
For consultants or customers, however, there are important considerations that must not be overlooked in order to achieve a great application life-cycle management process, beneficial for both parties.
We will list those considerations and give recommendations. Subsequent blog entries will delve deeper in the different subjects.
1. Create a strong internal implementation team
Most ERP projects should now be using pure agile or hybrid waterfall methodologies. This means a delivery divided in sprints, with scope elements delivery early and continuously. An efficient project team mixes resources from the customer and the consulting firm. The consultants have the product expertise, but the customer resources own the requirements and, ultimately, the delivered solution. For the customer team to greatly benefit from the implementation methodology, the team often should be composed of:
A Process or Product Owner - A senior resource (manager) of the company that will approve the delivered solution for a specific process or domain.
A Subject Matter Expert - An expert in the functional domain. Could be an internal or external resource.
Key users - People from the company, that will be using the implemented solution.
Key users are the ‘key’ of a successful transition to support.
2. Apply correctly an agile (for example, SCRUM) methodology
Agile methodologies are great for their focus on value delivery in short period of time. This means faster feedback loops, and more chances to learn, adapt, optimize the solution. If well executed, the project will offer you every opportunity to strengthen your internal knowledge of the solution. A SCRUM ceremony that is of crucial importance in that aspect is the Sprint Demo. It has to be the responsibility of your internal team to make sure that the presented solution has been implemented according to requirements. Ideally, Key users will be doing the demonstration as it will confirm and display their understanding of the solution, and prove that no issues are being avoided by the consultants.
3. Start training your resources during the project
Ask your implementation partner for training resources for your internal team. Start training your key users as early as possible, as this will make your resources more efficient during implementation, and simplify transition.
4. Use an agile tool for visibility and testing
The use of an agile tool (Jira, Targetprocess…) during implementation will allow anyone on the project to know exactly what is being done, as well as provide an opportunity for participation. Testing using an agile tool will help with issues assignment (to consultants and key users) and resolution.
5. Implement an ticketing system early
Just like an agile tool for testing, the implementation of a ticketing system during the project will minimize disruption post go-live. Targetprocess and Jira offer ticketing portal, which further helps transitioning from project to support.
6. Transfer ownership of issues to your (internal) team
In order to optimize transition to support, a special focus need to be placed on the key users, as they will be working closely with consultants, test the solution, participate to or lead demonstration, and help resolve issues during the project. By the end of the project they should master the solution, and become the first responders in case of issues post go live,
7. If your are implementing SAP on Premise, use Solution Manager for Transport Management
This is of extreme importance for SAP Implementation. SAP Solution Manager is often overlooked, but the tool is central in SAP digital transformation strategy. The change management module provide either an instant quick win for making your landscape secure (by using QGM, an out of the box solution) or a very robust solution with ChaRM (Change Request Management). Make sure you understand what solution manager is, and how it can help you have control of your solution post go-live.
Those are the high level tips for a successful transition to support. Look forward to blog entries specific to each of those points.
