Achieving extraordinary results is not a matter of luck. It requires superior planning and a commitment to the 10 principles of quality. By applying these 10 quality principles, you establish predictability in your implementation and keep your effort and achieved business value in the right balance. For more information about SAP Business One and to learn how these 10 quality principles can be applied to drive excellence in SAP Business One implementations, please contact us at: Tel: +65 63977258 Email: Info@BlueOceanSys.com.sg Thank you for visiting our Slideshare site. We welcome your call and feedback.

1. SAP Active Quality Management
Driving Excellence in Implementations
The Underlying Quality Principles

2. Achieving Extraordinary Results
The 10 Principles of Quality
Achieving extraordinary results isn’t a matter of luck. It requires superior planning and a
c
­ ommitment to the 10 principles of quality detailed below. By applying these 10 principles
of quality, you establish predictability in your implementation and keep your effort and
achieved business value in the right balance.
1. Understand the business objectives 3. Work cooperatively with all stake- 5. Staff the project with sufficient
as well as the technical requirements holders to achieve project objectives resources with the right skills and
Throughout a project, many design and Everyone working on the project must experience
implementation decisions have to be be focused on achieving the project’s The project team must receive training
made. All involved parties must fully o
­ bjectives and must communicate up front so they understand the possi­
u
­ nderstand the strategic importance c
­ learly and transparently throughout bilities available to them and the impact
of the project as well as its business the implementation. This includes of their decisions. The skills and compe­
o
­ bjectives, key success criteria, and c
­ ommunication with subcontractors, tencies of the implementation team
technical requirements. This will help business partners, and the stakeholders members should be reviewed regularly
e
­ nsure that the proposed solution meets in organizations involved in and impacted to verify that they continue to meet the
the specific needs of the business it by the implementation. demands of the project. Similarly, assess­
is to support. The business case for ments of team members’ commitment
the investment should also be clear to
­ 4. Apply a suitable project governance and time allocation must be carried out
­everyone involved. model regularly and adjusted if they are not
Roles and responsibilities must be de­ a
­ dequate. A project management plan
2. Agree on what can be delivered, fined in the initial engagement phase so must be maintained to align stakeholders,
in what time frame, and how timely everyone involved in the project clearly which also facilitates the onboarding of
delivery can be ensured understands the team structure, the new resources.
The timetable, along with the deliver­ lines of communication, and who has
ables and their respective acceptance the authority to make which decisions. 6. Manage the project professionally
criteria, must be agreed upon and signed Formal reporting, clear escalation mech­ using a formal methodology
off by all parties. This will ensure that anisms, and a project team empowered Before implementation begins, it must
the implementation is delivered on time to make the necessary decisions in a be agreed which project standards and
and with the expected quality and scope. timely manner are instrumental in methodologies will be used to guide
The impact of implementing the pro­ achieving project success. Key perfor­ p
­ roject planning and interaction between
posed solution as well as any changes mance indicators for the project should team members. The ASAP methodology
that occur as the project progresses be defined and audits scheduled to fulfill from SAP or an equivalent proven imple­
must be communicated formally. This compliance requirements. mentation methodology could contribute
i
­nformation will guide decisions con­ valuable support. A project management
cerning project scope, setting up the methodology together with such tools as
timetable, and adjusting the timetable the SAP® Solution Manager application
to keep it realistic and acceptable. management solution and backed by
A
­ ctivities and tools must be in place to i
­ndustry-recognized project management
monitor time, budget, and development training and certification would con­
of the deliverables. tribute to a professionally and efficiently
managed implementation.
Driving Excellence in Implementations 2

3. Achieving Extraordinary Results
The 10 Principles of Quality
7. Identify and manage risks and issues 9. Ensure that the project team 10. Achieve operational readiness
jointly understands where standard SAP with training and change management
Careful identification, analysis, and man­ software functionality and industry- activities
agement of risks and issues are key to specific best practices will best suit Training for the end users, technical staff,
the success of all implementations. The its needs and the support organization is key to a
implementation project should follow Because the possible configurations successful implementation. Training and
a formal risk management process. It of SAP software are so versatile and far communication strategies must be care­
should involve all relevant parties – the reaching, many unique business require­ fully chosen to prepare end users for
organizations affected by the implemen­ ments can be satisfied through configura­ wholeheartedly embracing new ways
tation as well as implementation part­ tion alone or the use of solution templates, of working. The person responsible for
ners – throughout the implementation with no major software modifications organizational change management
phases and should be supported by an n
­ ecessary. This means that a more sus­ should be a long-standing member of the
effective governance policy. All parties tainable solution can be delivered more project management team. The impact
must be prepared to acknowledge risk quickly, at lower risk, and at lower total introducing the new solution will have
honestly; committed to recommending cost of ownership in the long term. All on employees, partners, customers, and
pragmatic, rigorous actions to mitigate parties must be aware of the potential management systems must be discussed.
risk; and ready to help in implementing o
­ ffered within the standard SAP software Appropriate assistance must be given to
those recommendations. and committed to leveraging it. ensure the success of the new solution
and new processes it supports. Technical
8. Develop and execute a quality plan staff and support teams must be proper­
Everyone involved must work according ly trained to maintain and support the
to the same quality management plan, SAP software environment, although
which outlines how the quality of all seasoned resources with past experience
p
­ roject deliverables will be measured in operations should also be included in
and specifies the review methods and the teams.
criteria to be used. This plan sets up a
neutral framework for evaluating the new
software solution and the deliverables
against agreed-upon standards. It helps
leverage lessons learned in later stages
of the implementation, in regional rollouts,
and in new implementation projects.
“The principles of quality provide customers, ­
partners, and SAP with an effective implementation
framework that leads to success.”
Henrik Wilken, Vice President, Active Quality Management Customer Care, SAP
Driving Excellence in Implementations 3

4. Implementation Excellence
Key Areas of Success
Implementation success is the sum of Transformation Success Technical Success
the success achieved in eight different
areas – five dealing with transformation 1. Architecture and IT strategy 6. Solution feasibility
success and three specific to technical Is the business strategy aligned with Are business process objectives being
success. the application landscape and system met by the new solution? Is the delivery
architecture? schedule aligned with the project plan?
2. Program and project management 7. Technical readiness
Have plans for implementation, work Are project milestones feasible and
(
­ including data cleansing), resources, aligned with the cutover plan? Has an
and budget been made? o
­ peration strategy been worked out for
the time period before and after going
3. Functional and integration readiness live? Has the technical integration of
Was the functional test successful? Were core business processes, the solution
processes and data quality successfully landscape, and critical interfaces been
tested end to end? performed?
4. Organizational change management 8. Operational readiness
Are key users integrated into the project Is the backup and recovery strategy
team? Was the user acceptance test fi
­ nalized? Has the technical robustness
s
­ uccessful? Are the end users well pre­ of the production environment been
pared and ready? Has data quality been a
­ scertained – covering optimized per­
validated? formance, availability, and consistency
of core business processes?
5. Support readiness
Is the operation of the solution optimized
in respect to both cost and quality? Is the
support organization prepared for soft­
ware changes and upgrades? Is the help
desk ready to assist end users?
Achieving extraordinary results isn’t a matter of luck.
It demands superior planning and a commitment
to following 10 principles of quality and achieving
e
­ xcellence within 8 key areas of success.
Driving Excellence in Implementations 4

5. Recognizing Customer Achievements
In Search of Excellence
SAP’S COMMITMENT TO QUALITY SAP QUALITY AWARDS Nominate Your Project
If you have completed an SAP® software
Delivering software solutions that bring SAP presents quality awards to celebrate
implementation, consider nominating it for
significant benefits to the business does customers who apply these quality princi­ a quality award to gain acknowledgement
not just happen. It takes careful planning ples to manage software implemen­ ations
t within your organization and recognition
and execution measured against estab­ that meet or exceed their business pro­ externally in the marketplace.
lished criteria for achieving excellence. cess requirements and, in the end, deliver
Drawing on the experience of tens of significant business value. The panel of The SAP Quality Awards offer opportunities
for winning within a local region or country,
thousands of organizations that have experts who select the winners includes
and then for a chance to go on and win at the
successfully implemented SAP solutions, industry experts, primary figures in aca­ o
­ verall regional level for Europe, the Middle
we developed a set of quality principles demia, leading SAP partners, SAP experts, East, and Africa.
and identified key areas of success. and former quality award winners.
These principles have been confirmed For more information about winner benefits,
award categories, criteria, and timeline,
as fundamental for achieving excellent
please visit www.sap.com/qualityawards2012.
results.
A commitment to quality underpins
e
­ verything we do at SAP. It is a core value
of our organization. The focus on quality
principles in implementations – rein­
forced through effective cooperation
among all stakeholders – is intended
to help our customers, our partners,
and SAP achieve success together.
Driving Excellence in Implementations 5

6. www.sap.com/quality
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