SAP Activate: Methodology Walkthrough For Project Managers 8.11.2018

Internal
SAP Activate
Methodology walkthrough for Project Managers
8.11.2018
Janne Sjögren
Managing Consultant
janne.sjogren@tieto.com
Internal
Agenda
• Our goals today 9:00 – 9:15
• SAP Activate summarized 9:15 – 10:00
• SAP Activate Phases in Detail – Discover 10:00 – 10:15
• SAP Activate Phases in Detail – Prepare 10:15 – 11:00
• Lunch 11:00 – 11:45
• SAP Activate Phases in Detail – Explore 11:45 – 13:30
• Break 13:30 – 13:45
• SAP Activate Phases in Detail – Realize 13:45 – 14:30
• SolMan Demo 14:30 – 15:00
• SAP Activate Phases in Detail – Deploy 15:00 – 15:30
• SAP Activate Phases in Detail – Run 15:30 – 16:00
• Summary 16:00 – 16:30
2 © Tieto Corporation
Internal
Agenda
• Lunch 11:00 – 11:45
• Break 13:30 – 13:45
• SolMan Demo 14:30 – 15:00
• Summary 16:00 – 16:30
Internal
Target for today
• Increase the awareness of the Activate Methodology
• Phases
• Deliverables
• Understand the differences between traditional and transformative

• Fit/Gap Analysis vs. Traditional Blueprinting
• Understand the role of readymade tools and templates

• Best Practices
• Solution Manager
Internal
What will not be covered today
• Journey details based on different implementation method
• On-Premise
• Cloud
• Landscape Transformation
• System Conversion
Internal
Agenda
• Lunch 11:00 – 11:45
• Break 13:30 – 13:45
• SolMan Demo 14:30 – 15:00
• Summary 16:00 – 16:30
Internal
Why new methodology?
• Quicker development pace needed – Delivering even greater
innovation opportunities
• Traditional waterfall techniques require longer planning cycles
• Built specifically S/4HANA in mind
• Accelerators for each implementation phase and work stream. These

include templates, questionnaires, checklists, guidebooks, and other
tools that facilitate efficient, consistent, and repeatable delivery of
SAP implementations and upgrades.
Internal
Building Blocks
Internal
Options to use SAP Activate
Internal
SAP Activate, Best Practices, SolMan 7.2
Internal
SAP Solution Manager 7.2
Internal
What is new in SolMan 7.2
Internal
How S/4HANA and SolMan 7.2 work together
Internal
Content provided with SAP Best Practices
Internal
How gaps are managed
Internal
SAP Activate phases
Internal
SAP Activate On Premise Deployment Tools
Internal
Transition to S/4HANA with SAP Activate
Internal
Transition to S/4HANA with SAP Activate
Internal
Agenda
• Lunch 11:00 – 11:45
• Break 13:30 – 13:45
• SolMan Demo 14:30 – 15:00
• Summary 16:00 – 16:30
Internal
Discover
Internal
Purpose of Discover
• Discover the solution capabilities
• Understand the business value and benefits of the

solution to customer’s business
• Determine the adoption strategy and roadmap in

alignment with understanding the solution capabilities and
product roadmap.
Internal
Discover Deliverables
• Implementation Scope
• Project Timelines
• Targeted Solution Model
Internal
Example of an accelerator
• Project Plan
• See Excel
Internal
Agenda
• Lunch 11:00 – 11:45
• Break 13:30 – 13:45
• SolMan Demo 14:30 – 15:00
• Summary 16:00 – 16:30
Internal
Prepare
Internal
Prepare phase
• The formal setup of the project needs to be aligned with the customer project manager.
• Project Team Enablement, and Organizational Change Management also start now.
• The project itself is planned at a high-level in a “Migration Planning Workshop” for the conversion
case, or in a “Transition Planning for New Implementation”.
• Results from the Discover Phase – in particular the functional implementation road map - need to be
considered.as well. The project plan will be further detailed out in the Explore Phase.
• The planning workshops often reveal preparation activity (e.g. the “Customer Vendor Integration”
which could be done before the Explore phase starts. Those larger preparation activities need to be
planned in detail in the Project Management work stream.
• The installation and configuration of SAP Solution Manager, to support the build, and later on the
productive use of SAP S/4HANA.
• The Prepare Phase ends with a first Quality Gate to ensure proper project preparation.
Internal
Key Activities
• Define project goals, a high-level scope, and a project plan
• Identify and quantify business value objectives
• Secure executive sponsorship
• Establish project standards, organization and governance
• Define and secure approval for the implementation/upgrade strategy
• Define roles and responsibilities for the project team
• Validate the project objectives
• Develop a project team training strategy, and start project team training
• Establish project management, tracking, and reporting mechanisms for value delivery
• Document all initiation activities in the project charter
• Pre-assemble (or establish) the project environment, infrastructure, and IT systems
including SAP Solution Manager
• Prepare for the Explore phase
Internal
Prepare Phase Deliverables
• Project Organization and Governance
• Project Schedule, Budget and Management Plans
• Project Standards and Policies
• On-board Project Team
• Project Team Infrastructure
• Solution Scope and Value Determination
• Technical Infrastructure Requirements and Sizing
• Data Migration Approach and Strategy
• Sandbox Environment
Internal
• Project Checklist
• Detailed checklist for each Quality Gate
• See Excel
Internal
Agenda
• Lunch 11:00 – 11:45
• Break 13:30 – 13:45
• SolMan Demo 14:30 – 15:00
• Summary 16:00 – 16:30
Internal
Agenda
• Lunch 11:00 – 11:45
• Break 13:30 – 13:45
• SolMan Demo 14:30 – 15:00
• Summary 16:00 – 16:30
Internal
Explore
Coming from Prepare…
Internal
• Project Management has finalized their plans and initiated regular team and
stakeholder meetings
• Resource Plans have been agreed
• Demo environment had been setup and ready to be explored
• Solution training has been agreed
Internal
Purpose of Explore phase
• To validate the solution delivered to the customer based on the
standard process documentation
• In the Fit-Gap analysis the configuration for each business priority is

determined and designs for the configuration are reviewed
• In all workstreams executables plans are developed in high level
• Development landscape is set up
Internal
Purpose of Explore phase
• A series of structured show-and-tell and solution design workshops.
• The goal of these workshops is to review the best practice

functionality of the SAP solution, identify delta requirements or gaps
and document the conceptual design of the to-be delivered SAP
enterprise solution.
• The team documents all functional and technical requirements, project

issues, and gaps in SAP Solution Manager.
Internal
Key Activities
• Prepare, setup and conduct solution validation workshops
• Refine business requirements
• Identify master data and organizational requirements
• Confirm to be business processes
• Define functional solution design, including gap analysis in solution
design workshops
• Associate business requirements to the process hierarchy and the solution
components
• Obtain business sign-off on delta requirements and design documents
• Collect end user information, analyzing learning needs, and developing a
learning deployment strategy
• Establish project management, tracking, and reporting for value delivery
Internal
Key Deliverables
• PM Execution, Management and Controlling Results
• Change Impact Analysis and Communication Plan
• Baseline Build
• Validation Workshops including Gap Validation
• Backlog Prioritization
• Design for the Gaps and Deltas
• Legacy Data Migration Design and Plan
• Technology Design and Setup of DEV Environment
• Test Strategy and Plan
• Release and Sprint Plan
Internal
Fit/Gap Analysis
Internal
Fit/Gap Analysis
• See separate PPT deck
Internal
• Gap Analysis template
• See Excel
Internal
Release and Sprint
Planning
Internal
Procedure
Internal
Procedure
• Refine the Product Backlog with vital information required for release and sprint planning activities. The product
owner team has responsibility to refine the user stories so they are clearly understood by the SCRUM teams.
• Each user story needs to have clear definition of the requirement in the language of the customer, defined test
criteria and assigned business value.
• Conduct release planning meeting to define scope of product releases based on the prioritized product backlog.
• The product owner leads this meeting to define scope of the first release and outline key features for follow-on
releases.
• Before planning a release it is necessary to know approximately when the customer team would like to release
working software to the business (frequency and approximate dates).
• The project team also needs to know the relative priorities of the project backlog items that is based on input from
process owner.
• Backlog items must be sequenced by relative priority (e.g. order 1st, 2nd, 3rd …) and unique IDs per line item need
to be established rather.
• Backlog items are prioritized and sequenced by the customer with the input from the implementation team.
• Effort estimates in “ideal person days” are converted into calendar time using known or estimated velocity. Velocity
indicates amount of work effort the team can complete per day, per work week or per sprint
Internal
Purpose
• Define when you consider backlog item done. The definition must be clearly understood
by all involved in the project.
• Ensure that the estimates in the backlog include all activities required for completion of
sprint and for completion of release.
• It is often necessary to estimate a team’s initial velocity.
• Velocity represents the way Agile teams use to measure team’s capacity to process
backlog items.
• Be conservative for first few sprints and calibrating the estimate over the course of first
1-3 sprints.
• Review the release and sprint plans against the Statement of Work (SOW) for the
project. The objective of this task is to identify any new features that have been
surfaced during the baseline build which may not be part of the original scope and may
require amendment of SOW or change request.
Internal
Tips for Sprint Planning
• Estimates are done by the experts in the team who are implementing the functionality
and have experience from similar projects.
• More expert opinions lead to better the estimation results.
• Everyone on the team participates in the estimation process.
• Verbal communication is preferred over detailed written specs.
• Clear the assumptions of estimates prior to estimating.
• Avoid anchoring, it invalidates estimates
• - e.g. “I would say this is easy so it should be X ideal person days.”
• Estimate in ideal person days.
• If consensus cannot be reached, defer the estimate of requirement to later time.
Internal
Agenda
• Lunch 11:00 – 11:45
• Break 13:30 – 13:45
• SolMan Demo 14:30 – 15:00
• Summary 16:00 – 16:30
Internal
Agenda
• Lunch 11:00 – 11:45
• Break 13:30 – 13:45
• SolMan Demo 14:30 – 15:00
• Summary 16:00 – 16:30
Internal
Realize
Coming from Explore…
Internal
• Baseline solution has been seen
• Requirements have been captured in user stories and put into backlog
• Detailed Design has been approved
• Release & Sprint plan has been prepared
• Development Environment is available
Internal
Key Activities
• Accomplish organizational change management and training
• Business process requirements, design, configuration, and testing, following an Agile approach
(sprints and epics):
• Configuration and development plan
• Iterative build
• Testing of transactions and functions
• Testing of support for business processes and scenarios
• Integration testing (approved final integration test results and UAT (User Acceptance Testing).
• Set up enterprise-wide end-user roles and authorizations.
• Development (Technical specifications for RICEF&W development objects, RICEF&W development,
content and integration development)
• Data migration
• Content management and user interface
• Define the cutover strategy and handover of the solution
Internal
Key Deliverables
• PM Execution, Management And Controlling Results
• Organizational Alignment and User Enablement
• Technology Setup for QAS and PRD including Security and
Authorizations
• Sprint Execution
• Integrated Solution and User Acceptance Testing
• Legacy Data Migration
• Value Audits
• Technical Operations Setup Plan including OCC for Premium
Engagements
• Cutover and Transition Plan
Internal
Sprint practice
Internal
Sprint Planning
• Sprint planning requires the consideration of business priorities, technical, and functional
dependencies. All backlog items for the current implementation need to be associated with sprints.
• Plan the process and resources needed to execute each sprint (developers, data, etc.).
• Add Sprint Zero for Product Backlog, Release Plan, Infrastructure and Organizational Structure
Setup.
• Identify what can be done during X sprint.
• Product Owners need to define which user stories are most important and need to be picked up
during the next sprint.
• The project team is responsible to set the user stories which can be delivered in this sprint and what
tasks are needed per user story.
• Project teams will estimate task efforts and duration during sprint planning.
• Each sprint has fixed duration, typically run between two and six weeks (four weeks are common
practice).
• Sprints might be grouped in epics to provide end to end functionalities. Epics should be integration
tested.
Internal
Sprint Realization
• The scope of the sprint is fixed! New backlog items will be added to the project backlog at the end of
the sprint.
• Never add new items to the sprint during the execution of the sprint (with exception when the team
determines they have additional capacity after completing all committed backlog items).
• Each sprint has a fixed duration.
• Define what it means to have requirements completed – e.g. definition of "done" (for example, all
functionality must be tested, documented, and training material completed).
• Define the acceptance criteria for all project backlog items included in the sprint.
• Use of sprint burn-down chart to illustrate progress (shown in the project backlog accelerator).
• In each sprint the team finalizes the design, builds the solution, unit tests it and presents it to the
business owner(s).
Internal
Daily SCRUM meetings
• The purpose of the meeting is to ensure everyone on the team is informed about work
in progress items and any obstacles. Note: It is not meeting to solve problems, but
rather to identify them.
• Meeting format – face to face for co-located teams or video/audio conference for
distributed teams.
• Who participates – implementation teams and all persons who are needed to provide
input to questions, answers, and topics.
• Everyone can participate, but only team members provide updates.
• Project Manager facilitates meeting.
• Some tips to facilitate these meetings:
• No endless stories – keep it to the three questions.
• Focus on keep meetings to the time-box of 15 minutes. If there are topics to address more in
detail, discuss those with the relevant persons after the meeting.
• Focus on the impediments which are related to the sprint scope.
Internal
Sprint Review - Demo
• Demonstrate the results of the sprint to the product owner team, key users, and key
project stakeholders. The result of the demo is either acceptance of backlog item or in
cases the feature is not accepted the user story is amended by the product owner
team, prioritized, and remains in the product backlog ready for next sprint planning
meeting.
• The implementation team presents the functionality completed during the sprint.
• Entire sprint scope with a working system to the process owner and stakeholders
(alternative process owner can demonstrate it as well).
• Process owners and business stakeholders review and comment on functionality
delivered during the sprint.
• Process owners identify any additional requirements and assess the priority of each.
Internal
Sprint Retrospective
• The project manager organizes and facilitates the sprint review meeting.
• The meeting is typically scheduled shortly after the sprint demo meeting.
• The purpose of the meeting is to fine tune the SCRUM process based on
lessons learned from the sprint execution.
• Formally close the sprint by conducting the sprint review meeting with key
users, product owner groups, and key stakeholders; formally sign-off the
results and conduct sprint retrospective.
• The product owner team is the party which provides the sign-off to the project
team. In some cases, features are not accepted and they are brought back
into the product backlog as requirement, properly prioritized, and included in
planning for next sprint.
Internal
• Cutover Plan
• See Powerpoint
Internal
Agenda
• Lunch 11:00 – 11:45
• Break 13:30 – 13:45
• SolMan Demo 14:30 – 15:00
• Summary 16:00 – 16:30
Internal
Agenda
• Lunch 11:00 – 11:45
• Break 13:30 – 13:45
• SolMan Demo 14:30 – 15:00
• Summary 16:00 – 16:30
Internal
Deploy
Coming from Realize…
Internal
• Quality Gate 3 (Realize-to-Deploy) has been passed
• Technical Architecture and Infrastructure have been setup
• Functional Changes have been implemented
• All required interfaces have been implemented
• Custom Code Extensions have been tested
• End User training has been prepared
Internal
Key Activities
• The implementation activities will come to an end. Integration validations ensures the required
performance.
• Testing (in particular regression and user acceptance testing) is taken care of in the Application. All
affected custom code should have been adapted and tested in the Realize phase already. Overall
there is nothing to do in the Custom Code Extensions work stream in the Deploy phase.
• In System & Data Migration, the final rehearsal of the cut-over procedure will take place. Most
importantly, this work stream processes the implementation of the productive SAP S/4HANA which
will be finalized at the Go-Live weekend.
• In the Technical Architecture and Infrastructure work stream, final IT service setup activities will take
place.
• Ensure the IT operations team is ready to operate the new SAP S/4HANA environment.
Internal
Key Deliverables
• PM Execution, Management and Controlling Results Quality gate “Q4 Deploy-to-
Run” will ensure that everything
is ready for Go-Live. The final
• Organizational and Production Support Readiness Check “Go” decision is the start for the
implementation of the
• Pre Go-Live End-User Training Delivery productive SAP S/4HANA
system with the production
cutover at the Go-Live weekend
• Technical and System Testing
• Setup Operational Support including OCC for Premium Engagements
• Cutover to Production
• Production Support post Go-Live
Internal
• Open Issues List
• See Excel
Internal
Agenda
• Lunch 11:00 – 11:45
• Break 13:30 – 13:45
• SolMan Demo 14:30 – 15:00
• Summary 16:00 – 16:30
Internal
Run
Coming from Deploy…
Internal
• The transition project has ended with the deploy phase
• System is live in the Production environment
• Hyper Care period has been completed
• Handover for the support organization has been completed
Internal
Key Activities
• Establish safe and efficient operations of the newly created solution. This includes the operations
platform, core IT support processes, the setup / fine tune of new / additional operations tools, and
the enablement of the operational support team.
• Continuous operations improvement should be established to improve IT operations based on newly

gained experience.
• In addition, this is the right time to plan for further innovations which could be implemented
according to the overall implementation strategy, which has been created in the Discover phase of
the project (or separately, as part of a business transformation work stream).
• The implementation strategy can now be reviewed and enriched based on system usage experience
which has been gained in the first weeks after Go-Live
Internal
Key Deliverables
• Value Management
• Application Lifecycle Management
• PE: Operations Control Center
• Operation Solution
• Improve and Innovate Solution
Internal
Agenda
• Lunch 11:00 – 11:45
• Break 13:30 – 13:45
• SolMan Demo 14:30 – 15:00
• Summary 16:00 – 16:30
Internal
I will let you tell me the summary
• What have I learned today?
• What I was hoping to learn more about?
Internal
Where to Find more information?
Internal
Janne Sjögren
Managing Consultant
janne.sjogren@tieto.com

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Internal

• Understand the differences between traditional and transformative

• Understand the role of readymade tools and templates

• Traditional waterfall techniques require longer planning cycles

• Built specifically S/4HANA in mind

• Accelerators for each implementation phase and work stream. These

• Understand the business value and benefits of the

• Determine the adoption strategy and roadmap in

• Targeted Solution Model

• Detailed checklist for each Quality Gate

• Resource Plans have been agreed

• Demo environment had been setup and ready to be explored

• Solution training has been agreed

• In the Fit-Gap analysis the configuration for each business priority is

• In all workstreams executables plans are developed in high level

• Development landscape is set up

• The goal of these workshops is to review the best practice

• The team documents all functional and technical requirements, project

• Detailed Design has been approved

• Release & Sprint plan has been prepared

• Development Environment is available

• Technical Architecture and Infrastructure have been setup

• Functional Changes have been implemented

• All required interfaces have been implemented

• Custom Code Extensions have been tested

• End User training has been prepared

• Setup Operational Support including OCC for Premium Engagements

• Production Support post Go-Live

• System is live in the Production environment

• Hyper Care period has been completed

• Handover for the support organization has been completed

• Continuous operations improvement should be established to improve IT operations based on newly

• Application Lifecycle Management

• PE: Operations Control Center

• Improve and Innovate Solution

• What have I learned today?

• What I was hoping to learn more about?

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