THE SECRETS OF CARRYING OUT A SUCCESSFUL SAP IMPLEMENTATION

Everyone would like to have a success story to talk about, from top managers to implementation consultants. Though, how would one define success? We say: with success we managed to go-live within the previewed times and budget.

We could then still be asked:

Were all the initial targets of implementation strictly met or was one or the other business process left out in order to comply with the stipulated date of departure?

Which applications or processes are in production? Is the client's system running without any problems (from an accounting and logistics point of view)? Is the system performance good?

Are the users well trained and execute their job well? Do they still need any consultincy to manage their daily work?

Only if you have positive answers to all these questions retrospectively, can your implementation be considered as an absolute success.

There are a series of factors, which, depending on the situation, determine the success of an SAP project:

COMMUNICATION

An excellent communication between the members of the project team garanty per se the success of a project. Although we posess the technologies to manage and maintain communication, like e-mail or mobile telephones, very often are these not used properly. E-mail, eg., is used in order to solve arising problems which have to be communicated with various members involved with the project. Very often though, this process is interrupted as one of the addressees of the original mail responds without forwarding a copy to all the addresses.

SAP is an integrated system, with modules and applications exchanging information and data, thus integration has the highest importance for those who want to implement. In order to obtain this kind of communication, members of the project must have their working areas in close vicinity. We are often witnesses of cases in which communication is already unclear at the phase of contracting, a fact that results in "never ending story" of consultancy, with situations like: "when the pgm is completed, it is not working properly according to the customers requirements, and every modification is considered as OUT of SCOPE with the consequence of additional charges." These tactics are deleterious for the client and for all the companies operating in the field of consultancy.

PROJECT SUPPORT OF COMPANY'S TOP MANAGEMENT

Nothing can be decided or changed as long as top management does not give its full support. Hovewer this must be a commitment throughout the entire project. If top management does not communicate the importance of the project by words and facts to all members of the team, to the users and to everybody being involved, the project can only turn out to be a failure. Top management supports the planning and the administration of the project and not only for high-level decisions but daily matters as well. It contacts the members of the team and shows sincere interest for their work. This motivates the members and keep their commitment high. When top management is being involved, problems will be solved more easily, conflicts can be moved out of the way more quickly as top management has detailed knowledge of what is happening.

PROJECT PLANNING AND METHODOLOGY ARE GOOD GUIDES AND TOOLS ARE OF GREAT AID BUT THEY ARE ALL NOT UNIVERSAL REMEDIES

Make a good planning. Make a realistic planning. Many projects do not have a realistic plan. Even some people still believe that things can be settled in a hurry without a plan at all. Neither contingency-times nor such times that would act as buffer for the project, are being considered.

ASAP is one of the methodologies often used for SAP implementations. Consultants must have expertise in ASAP. Following this methodology the processes can realistically be accelerated; but ASAP contains a numerous quantity of tools, templates, and instructions on how to implement SAP. Use your common sense to select the right parts as there is no reason to use 100% of ASAP methodology in every case. Only use the relevant parts for the current task.

CREATE AN ADEQUATE OBJECTIVE

Which SAP modules do you intend to implement? Very often do the team members exalt and want to implement 100% of the processes offered by SAP.
This is not possible. SAP must be implemented in accordance with business requirements and process demands.

MOTIVATE, APPRECIATE, REWARD

Sa too-often-heard phrase though it must be done. Dont use it because it is politically correct but because you sincerely think to use it. People work double and much harder when they are appreciated. A simple "thank you" affects a long time...

CHANGE MANAGEMENT

One of the most important factors is the ability of the organisation to manage the change. This is one of the most risky parts of this business. Make people understand that the change is essential. To apply the previous suggestions helps to manage the change.

The human nature is against the change. For this reason not managing the change would mean to start with the wrong foot.

POLITICS

Every project has ist degree of politics. Assure that politics and "underground" movements do not derail the implementation of the processes. Do not let them mislead the scope of the project.

SEARCH EXCELLENT RESOURCES

The client and its management must be involved in the process of consultant search. Do not simply trust in the brand-name of the consulting company. Assure that the consultants know their job. Consultants who are ready to work for lower-rates often cause higher overall costs at the end. In life, one obtains what he pays for (in terms of quality) and this is even more valid for these cases.

Some consulting companies declare to have carried out a successful project but leave the customer alone without support for consequences in terms of costs and business.

We are one of the few companies on today's SAP-market, with deep and long experience in SAP implementation. We are dedicated to honesty, ethics, good (and clear) communication, and realistic objectives for really successful projects.