Whether you want to introduce a new system, map a new process or use a new function: You need to carry out an SAP project. Regardless of the scope of your project, there are established process models that can be used to plan and manage any project. We describe the most important steps in this article.
The term SAP project is normally used when a new SAP system or new processes are to be set up in an existing SAP system. Traditionally, external service providers are also used for larger projects. In large companies that have their own in-house SAP consultants, this can also be dispensed with.
Even if there are very different areas of application, SAP systems are basically used to digitize and automate processes and create efficiency and transparency. This is often not done for all company processes at the same time or to the same extent. A common scenario is that an ERP system is supplemented by adjacent systems with a focused scope of functions or processes. This can be an EWM for warehouse management, a GTS for customs processes or a TM for transportation processes.
S/4HANA is a current special case in connection with SAP. The new ERP suite is replacing the previous ECC system. Anyone who has not yet made the switch is facing an extensive transformation project that goes well beyond the usual SAP project framework.
The scope of a project naturally varies greatly depending on whether an entire system or "only" individual processes are to be set up. Nevertheless, the steps are relatively similar.
Preparatory work
Although this part is a matter of course, it is often only carried out in outline form. The aim here is to prepare the company in the best possible way before the project. This can include
TIP: Make sure that all relevant stakeholders (management, IT department, end users) are involved in this phase to ensure a comprehensive analysis of the current situation and realistic objectives.
In the planning phase, the project objectives are defined, a project team is put together and the project plan is drawn up. If not already done, the resources and budget should also be determined here. A schedule should also be a central component of the planning.
At the same time, it is possible to define which processes are to be implemented and how. In the context of SAP projects, this is often referred to as best practices. These are preconfigured and immediately available business processes. They serve to simplify and automate an SAP project, but can only be used where standard processes cover your company's requirements.
If this has not been done beforehand, a requirement or functional specification is also drawn up. This defines exactly what the aim of the project is and how this is to be implemented in detail. A precise process description is usually also part of the planning.
TIP: Document all business processes and requirements in detail. Use workshops and meetings to ensure that all business processes are recorded and mapped correctly.
TIP: Use iterative test phases at this stage to ensure that the solutions developed meet the business requirements. Early and regular testing helps to identify undesirable developments at an early stage.
The better and more comprehensively a system and the process flows are tested, the more likely it is that the system will run smoothly and without problems once it goes live. This is why this phase is so important for every SAP project. Final changes can still be made. The test system can also be used to carry out training. Users are then able to operate the system correctly immediately after go-live.
TIP: Carry out extensive integration tests and train end users and administrators. The training should be practice-oriented and cover real business scenarios.
In the best case scenario, the go-live runs smoothly. There are resources available for any problems during the subsequent hypercare phase. From this point onwards, the system runs productively and the users use all the functions provided by the software solution.
Hypercare phase
Immediately after the go-live, problems can occur that were not taken into account during the test phase. The first phase afterwards is therefore particularly crucial: any problems that arise at short notice must be resolved as quickly as possible. This phase is also important for the end user: additional resources can be made available for questions or operating problems during this initial phase.
TIP: Plan sufficient support for the time after the go-live. A dedicated support team can help to overcome initial difficulties effectively.
In this phase, the focus is on operating the SAP system stably and efficiently and ensuring that it is continuously adapted to changing business requirements and technological developments. It is essential to continue to train users, carry out updates or install patches, ensure data security (e.g. via backup or recovery measures) and ensure that the SAP system remains stable and efficient.
TIP: Conduct a post-implementation review to evaluate the success of the project and identify areas for future improvement. Use user feedback for optimization.
In larger companies, it is common for individual systems to first be introduced as a pilot project in a single location and then rolled out to other branches. The pilot implementation is used as a template. The roll-out is then usually faster and less risky than the initial introduction. All findings and experiences from the pilot can be used. Another advantage is the standardization that this creates in the processes across multiple locations.
The goal of an SAP project is, of course, for it to be successful. But when exactly is it successful? Superficially, it can be assessed according to whether it is implemented "in time", "in budget" and "in scope", i.e. whether it was carried out within the planned costs, the planned time and with the right scope of functions. All three criteria are largely dependent on good planning.
However, a project is really successful if the preparation has been carried out very carefully. If master data is not cleansed before a new system is introduced, new functions are of little use as long as the data does not fit. If no precise process analysis has taken place, then a process has been mapped, but it is questionable whether it fits the company's requirements.
So take your time during the preparation phase and define your goals very precisely. The better you document your requirements here, the more likely you are to benefit from the new system, new processes or new functions later on. At the same time, this preparatory work will also help you with planning, increasing the likelihood that the project will ultimately meet all the criteria for success.
SAP consultants working for automotive suppliers are familiar with this conflict: On the one hand, they are confronted with complex requirements from automotive manufacturers that include very precise guidelines for data exchange with their suppliers. And on the other hand, there is often an SAP system that is not designed to meet these requirements. In this white paper, we examine how exactly to deal with this problem and what solutions are available.
