Dynamic Integration

How to Build and
Manage a Dynamic
Integration Support
Team
Jason Rowe
Capgemini
© 2007 Wellesley Information Services. All rights reserved.
What is This All About?
• SAP projects require close coordination and governance

• Integration teams can provide this coordination and
governance
• Various cross-module support activities should be
tackled by a competent and equipped integration team
2
In This Session ...
• We’ll learn the purpose and importance of an integration

team
• We’ll discover the breadth of services your integration
team will provide to your SAP production support
organization
• We’ll peer into each of these services and see how
they operate
• We’ll review tips, tricks, and gotchas to make the most of
your integration team
3
What We’ll Cover …
• What is an Integration Team?

• Transport Management
• Release Management
• Automated Regression Testing
• Performance Tuning
• Design/Architecture Review
• Data Management
• Metrics
• Key Coordination Activities
• Wrap-up
4
Definition and Purpose of an Integration Team
• Dedicated team to handle the multitude of cross-team or

no-specific-team activities that must take place to
support your SAP system
Generally found in implementations with over 25 people
• Team that looks into current operational activities plus
planned or future efforts
• Team to handle tasks that may not have a clear owner
otherwise
• And if that isn’t enough … “If no one wants it, give it to
Integration!”
5
What an Integration Team is NOT
• Integration is NOT meant to mean SAP Technical

Integration or SAP Integration Technologies
HR to FI module “Integration”
Integrating systems via ALE or XI or custom ABAP
Cross Application Timesheets (CATS)
Master Data Distribution Warning
• Not the Project Management Team or Project

Management Office
• Not the expert in the functional capabilities of SAP
6
Benefits of a Dedicated Integration Team
• Dedicated Coordinator
They can be your link to the other groups
• Dedicated Enforcer
They can be the bad guy for you!
• Dedicated Planner
They can look into the future and help you plan
• Dedicated Strategist
They can help you understand where your SAP landscape is
heading
• Central Knowledgeable Resource
They hold a great deal of history and knowledge about your
SAP system
• The larger the implementation, the more obvious the
benefit
7
Skill Sets of an Integration Team
• “Must Have” skill sets

Excellent coordination skills
Technical knowledge of SAP landscape
Change management and communication skills
Microsoft Excel, Word, Email (like the back of your hand!)
Knowledge of your organization and connections in your
organization
Functional understanding of your current SAP solution
Process development skill sets (flow diagrams, RACI diagrams)
• “Nice to have” skill sets
Detailed SAP configuration skills
ABAP, Basis, or DBA
Integration technologies (interfaces: ALE, XI)
Security and controls
8
Typical Organizational Structure
Global SAP Owner

(IT)
Shared
Business Unit A Business Unit B
SAP Services
Integration
System A1 System A2 System B1 Technical Team
Manager
Process Team OTC Process Team PY Basis A1 Integration
Process Team PTP Process Team OM ABAP A2 Integration
Process Team FIN Process Team BN …
9
Benefits of this Organizational Structure
• All integration team members under the same leadership

• Global, cross-system consistency easier to drive
Metrics look the same
Support models look the same
Coordinated calendars are more effective
Less chance of “rogue” integration activities
• Cross-system sharing of resources
• Global follow-the-sun support more feasible
10
What Key Activities Will My Integration Team Do?
Other
5%
Metrics
Transport
3%
Management
Key 15%
Coordination
15%
Release
Data Management
Management 15%
4%
Design Review
5%
Performance Automated
Tuning Regression
3% Testing
35%
11

• Data Management
• Metrics
• Wrap-up
12
Transport Management – Definition
• Transport Management consists of the procedures and

tools used to migrate changes through your SAP
landscape
Integration should own documented procedures to ensure
integrity of the solution and consistency of Development with
Acceptance and Production SAP systems
Uses SAP’s TMS (directly or via Solution Manager’s CHARM)
13
Transport Management – Process Overview
Development Acceptance Production

Create Ticket in
Problem Ticket Transport in Transport in
System Acceptance Production
Create Integration/
transport User Test
Production
Monitoring
Unit test Request for

Transport list
migration of
reviewed at weekly
transports to Monitor System
Review Board Meeting
Production
• Validate
Release to Import &
Acceptance Import Order
Transport • Short Dumps
list
• System
scheduled
activity
for
migration to • Functionality
Production
14
Transport Management – Periodic Change Review (CRB)
• Weekly meeting to discuss changes across the system

• Topics:
Safety/Emergency Procedures
Infrastructure Update
Design Review Board (to be discussed later)
Upcoming Transport Review
Last week’s Emergency Imports
Special Topics/Projects
Round Table
15
Transport Management – Tools Used
• SAP’s Transport Management System (TMS) is used for

migrating all changes through the landscape
• Remedy or SAP Solution Manager can be used to track
change tickets
• Excel spreadsheets can be used to help manage various
transport lists and metrics
16
Transport Management – Tips and Tricks
• Use Transport Attributes to help you classify your

transport lists
• Get Business owner sign-off in STMS_QA or CHARM
• Check for out-of-order transports (leapfrogs) via custom
report or Excel/Access compare routine
• Use SAP user exits for pre-release validations
• Link to your Problem Management System (like Remedy)
• Automate the imports to Dev and Acc instead of simply
pushing buttons
• Publish Transport Metrics for each sub-team
17
Transport Management – Gotchas!
• SoD: Importer vs. owner – Integration should not be

owner
• SoD: Configuration not done by Change Coordinator,
who is on integration team
• Emergency/On Demand Transports becoming the norm
• Re-transporting all transports back into acceptance after
a refresh
• Buffer maintenance (just say no!)
• Aging Transports in Acceptance system GOTCHA!
• Requests to send only the “last” transport in a series of

related transports
• Transport that “Leapfrog” older transports 18

• Data Management
• Metrics
• Wrap-up
19
Release Management – Definition
• Release Management (RM) implies a scheduled and

regulated method for moving related and non-related
transports as a bundle through the SAP landscape
For more mature systems, RM is used to reduce the frequency
and impact of production support changes
RM also allows for better work planning
Integrated with TMS tool or standard operating procedure when
using SAP’s CHARM tool
20
Release Management – Overview
• Process steps consist of Prioritizing, Planning, Tracking,

and Communicating
• Provides exceptions for emergency and routine changes
• Frequencies of Daily (or on-demand), Weekly, and
Monthly changes
• The entire process requires central coordination best
done by an integration team member called the Release
Manager
21
Release Management – Overview (cont.)
Week 0 Week 1 Week 2 Week 3 Week 4
Create Release
Migrate
to A
Plan Release
Develop Release
Migrate
Test Release to P
Implement Release
Cutoff for Inclusion

in Release
New Request can potentially be Consider pushing new Request to

included in current Release next/future Release*
22
Release Management – Tools Used
• Systems not using Solution Manager must wrap TMS

with additional change control procedures to make
Release Management work effectively
Use TMS Attributes
Excel Spreadsheets
Problem Ticket Management Software (e.g., Remedy)
• CHARM (SAP’s Solution Manager) by default implements
a Release Management solution very similar to the above
solution
Already has ability to group tickets in a release
Includes Service Desk functionality (like Remedy)
Still have the ability to download to Excel when needed
23
Release Management – Tips and Tricks
• Integration should plan to spend a lot of time on Change

Management when implementing Release Management
for the first time
• Wait until your system is mature before implementing RM
• Track reasons for pulling a change out of a ticket and
publishes those to your SAP IS Leadership team
• Carefully consider Vacation/Holiday schedules
specifically on the business side and foreign countries
24
Release Management – Gotchas
• SoD: Integration team should not be delivering

configuration/ABAP changes
• SoD: Business Owner should make final decisions on
inclusion/exclusion of items in a release. This can be
delegated to the IS organization, but should remain with
a High Level Manager (e.g., System Manager)
• Strong arming from the various process owners (PTP,
Payroll, etc)
• Resource constraints due to Payroll, Month End, or other
business cycles
• Exempting certain sub-modules of SAP
GOTCHA!
25

• Data Management
• Metrics
• Wrap-up
26
Automated Regression Testing – Definition
• A powerful technique used to ensure that new changes

to a system do not have an adverse impact on existing
functionality
• Repeatable process performed by an automation tool
• Tests are run just prior to change to generate results and
again and again after the change is implemented
• Before and after results are compared to identify
differences
• Clear benefits in any sizeable or complex SAP
implementation
27
Automated Regression Testing – Integration’s Role
• Integration plays the key role in ensuring a regression

test is executed and is successful
• Integration team can:
Provide the automation based upon defined inputs from the
various process teams
f Use spreadsheet to capture requirements from application
support resources and/or business
Centralize the development of the test cases, ensuring
consistency of design and architecture of test cases
Move burden of automated tool training from many to few
Help keep costs down by including low cost integration team
members (i.e., junior-level resources or offshore)
28
Automated Regression Testing – Process Overview
Research Population
Based on Criteria
Transfer to Test Environment
Update your Baseline with Population

z Output to file
.
.
.
.
Execute Automated Baseline z Apply changes
in test client
.
.
.
.
Review & Log Results
Re-execute Automated Baseline
g
Is thin Review Comparison Results
e ry ?
K
ev O
Log & Assign Defects
29
Automated Regression Testing – Tools and Controls
• Tools used:
Mercury’s QuickTest Professional and Test Director
SAP’s CATT/eCATT
Data Transfer Tool (various makes)
File Comparison tool
Excel (help with automation/reqs gathering)
• Controls
Access to PCs with automated testing software should be
secured in a test lab to prevent misuse of powerful testing IDs
and software
Never hook testing tool directly to PRD system
Caution
30
Automated Regression Testing – Tips, Tricks, and Gotchas
• Tips/Tricks
Make your test cases intelligent to minimize constant
interaction
f Goal is to run them overnight/off hours
Spend enough time defining/validating testing data
Use powerful IDs to run tests to avoid time-consuming
security errors
f Separate security related testing from application
functionality testing
Create a physically secured lab with multiple PCs to assist in
running test cases in parallel
Communicate success of the testing!!!
• Things to watch out for (Gotchas)
Upfront identification of point of contact for both
GOTCHA!
IS and business
Don’t underestimate the time/effort it takes to automate testing
31

• Data Management
• Metrics
• Wrap-up
32
Performance Tuning – Definition
• Performance tuning entails the analysis, design, and

implementation of run-time improvement strategies for
the myriad of programs in SAP to improve the reliability
and performance of a system
• This presentation is NOT referring to the many Basis,
DBA, and network tuning processes
• Integration’s role:
Integration team is interested because tuned programs improve
reliability of SAP system AND score big points with system
owner(s)!
Integration needed to set up procedures, ensure tuning goes
forward, and communicate success to system owners
ABAP, DBA, Basis, and Process Teams (not integration) all
required to resolve performance tuning issues!
33
Performance Tuning – Process Overview
BAS
1. Identify Candidates for Tuning DBA
PT, User
PT or
2. Create Problem Ticket INT
3. Identify Improvement ABAP

Opportunities PT
ABAP,
Tr 4. Tune, Test, and Measure BAS,
ac PT
k
&
Pu
sh 5. Implement in Production PT
IN
T
6. Communicate Success INT
34
Performance Tuning – Tools, Tips, and Tricks
• Tools used
Problem Ticket Management System
• Tips/tricks
Use testing runs in ACC to get an idea of how much
improvement you are likely to see
Use Automated Regression Test cases if they already exist
Send your ABAPers to ADVANCED tuning techniques training
Prevent tuning issues with a well-managed pre-release
performance QA process
Record tuning technique used for trend analysis
Always check OSS when analyzing standard programs
Set aside budget specifically for tuning each year
35
Performance Tuning – Gotchas
• Testers and business users will forget to record run

times used to show improvement
• Tuning will take a back seat to higher priority issues
leaving half-adjusted/half-tested programs in DEV
and ACC
• Under-qualified ABAP resources who don’t pay attention
to basic performance techniques
• Integration will have to continually push tuning efforts to
continue to improve system reliability and performance
GOTCHA!
36

• Data Management
• Metrics
• Wrap-up
37
Design/Architecture Review – Definition
• A Design Review process ensures that the basic design

of the existing solution remains intact with the multitude
of changes coming through a SAP landscape
• Common acronyms:
Design Review Board/Committee/Team
Architecture Review Board/Committee/Team
Solution Approval Board/Committee Team
• Composed of knowledgeable team members from the
following groups; Integration (Lead), Process, ABAP,
Security, Basis
• Design Reviews take place PRIOR to the finalization of a
design and BEFORE coding has begun
• Requires a documented “standard” design to already be
in place 38
Design/Architecture Review – Process Flow
ARB
Gather and Document Prepare and Send Review Recommendation
Requirements Invitations for Meeting and Alternatives
Common
Identify and Evaluate
System
Alternatives Endorsed?
Doco Facilitate Meeting
No
Determine Recommended Yes
Solution Measure No
Process and Need
Yes Commun- Escalation?
icate
Type of Return to Author for Re-
End Regular
Change? work Yes
No
Exceptional Notify Log Issue
Complete Gap Template QA OK?

Record Results of
Meeting(s) Program
Yes/No
Approve?
Perform Initial QA
End No IS Mgr Yes/No
Continue? Escalate
Communicate Results
Yes Stakeholder
Approve?
Fill out Gap Template Notify
Recommendation Champion ARB Facilitator Program/Stakeholders
39
Design/Architecture Review – Tools, Tips, and Tricks
• Tools used
Word or Excel used as a Form
Network storage or document storage location
• Tips/tricks
Meet regularly instead of ad hoc
Require IS system owner approval for all core modifications
Publish a “When to use the DRB” list for each system or
application area (see following slides)
Key is design review up front!
Number each proposal with a smart naming convention and
store for future reference
40
Design/Architecture Review – Gotchas
• Requests will be made without any alternative solution

analysis
• During Transport Reviews (CRB), items that should have
been to DRB previously may be caught
• All core mod requests should have already been elevated
to SAP via SAP Service – be sure to ask this question
• Last minute requests that have not been communicated
prior to the meeting
• Regular attendees “checking out” when other seemingly
unrelated designs are being presented
GOTCHA!
41
Design/Architecture Review – When to Use the Board
• Use the Design/Architecture Board in the

following situations:
Any change potentially impacting other systems or functions (including
CRM, BW; other businesses; other regions)
Common system or client settings changes (including common menus)
Creation of a new SAP client
Significant changes to common tables (e.g. sub-group, workflow, customer)
Significant, new non-recurring SAP configuration (including function
specific)
New use of a shared master data field
Updates to data dictionary (manipulation of tables, fields, indexes)
New common Security and Controls designs
Existing ABAP changes that enable direct delete or update to a standard
table
Copies of standard ABAPs
42
Design/Architecture Review – When to Use the Board (cont.)
• Use the Design/Architecture Board in the

following situations: (cont.)
New or modified user exists
New or modified common ABAP/Report Requests (non-Function Specific)
New or modified Interfaces, side systems or technology (non-Function
specific or Global)
Non-function specific SAP Repairs or Modifications (supported or
unsupported by SAP)
More informational:
f Any change to a screen seen by a business user
f SAP SAP Note with a single function impact or SAP Hotpack
application to R/3
f BW extractor exit changes
f FI substitution and validations changes
f OTC Pricing Access Sequence changes
f FI Global Tax programs changes
43
Design/Architecture Review – DRB Form Contents
• DRB Request Form should be filled out for every

proposed change
• Data gathered should include:
Type of Change
f Common system change
f Core modification
f Legal/Public Affairs impact
f Modification to corporate principles
f SAP Note
Criticality
f Non-discretionary, Low, Med, High
Country dependencies
Current situation
Proposed solution
Alternative solution(s)
Impact on security and/or Interfaces
Decision 44

• Data Management
• Metrics
• Wrap-up
45
Data Management – Definition
• Data Management refers to the handling of data in your

SAP system as it relates to volume
• Three main ways to handle data management:
Avoid creation of the data in the first place
Purge the data
Archive the data
• Benefits include improved performance/avoidance of
crashes, reduced DASD, and even reduction in liability!
• Integration plays a key role in identifying and driving
these solutions with the System Owner(s)
46
Data Management – Examples
Target Description Method(s)

DBTABLOG Standard Database Table Logging in SAP Prevent, Purge, and Archive
PCL4 LDOCs SAP HR Infotype logs Prevent and Archive
APQD Batch Data Communication (BDC) Logs Purge
CATJ-CATR Computer Aided Testing Tool (CATT) Purge

execution Logs
PCL2, PPOX, Payroll Clusters and Posting Information Archive Only

PPOIX
EDI* Tables IDocs Purge
RFCSTXTAB Remote Function Call (RFC) Statistics Purge
47
Data Management – Process Overview
1. Create a “position paper” for each object to be

archived/purged/prevented
2. Configure/Develop
3. Test in Dev and Acc
4. Obtain Testing Sign-off
5. Obtain Data Owner buy-off before implementation
6. Implement in production
7. Follow up with Metrics and look for improvements
8. Communicate successes!
48
Data Management – Tools and SoD
• Tools used
Basis metrics
SAP delivered archiving and purging tools
Custom developed ABAP programs to purge
Table Logging configuration
• Controls and Segregation of Duties
Protect programs and variants that purge data tightly
Check output of archiving programs carefully after each run
Run purging/archiving programs using secured system IDs
Caution
49
Data Management – Tips and Tricks
• All custom purging programs should have a “Test”

functionality
• Identify tables that could cause SAP shutdowns and
address them first (e.g., Payroll Clusters)
• Gain agreement from System or Data owner upfront
regarding both online and offline retention
• Turn off all types of logs that are not necessary via
configuration
• Communicate success stories to upper management
• Combine Purging/Archiving with ABAP tuning to gain
significant benefits
50
Data Management – Gotchas
• Don’t underestimate the amount of effort it takes to get

your organization comfortable with purging or archiving
• Be sure to check legal requirements to ensure
compliance
• Standard delivered purge programs sometimes don’t
have sufficient selection screen criteria (4.6c and below)
• Just because DASD is cheap doesn’t mean you can
ignore Data Management!
• Copybacks from PRD to ACC should be done AFTER
major purges
GOTCHA!
51

• Data Management
• Metrics
• Wrap-up
52
Metrics – Definition
• Various metrics about your SAP systems should be

collected by your integration team as they relate to
integration-led activities
• Not referring to any of the more detailed Basis or DBA
metrics or EarlyWatch metrics which should be gathered
and analyzed by those organizations
• Used for Trend Analysis to ensure efficiency of your
SAP system
• Used for “Good Press” – showing the system owner that
IT is “taking care of business” Don't
Forget
53
Metrics – Examples
Metric Description Reason for Metric Frequency Source Trend

# of Transport to Analyze rate of change of Monthly Table E070 PRD Decrease
Production production system over time
# of Emergency Analyze rate of unplanned Monthly Table E070 and E070a Decrease
Transports change to production in PRD (assuming over time
system attributes are used)
# of Transports in a Analyze effectiveness of Monthly Offline Tracking Increase

Release controlling change to Spreadsheet or over time
production system Transport Attributes
from table E070/E070A
# of Programs Tuned Ensure positive traction in Quarterly Offline Tracking Decrease

tuning effort, Spreadsheet, Problem over time
Communication to System Ticket System, or
Owner(s) Transport Attributes
# Records Ensure purging/archive is Quarterly Summarized output N/A

Archived/Purged occurring from individual runs of
programs
54
Metrics – Examples (cont.)
Metric Description Reason for Metric Frequency Source Trend

Success Rate of Show effectiveness of Monthly TestDirector or Rates should
Automated Testing (# of automated testing equivalent testing remain very
errors/# of successes management software low with
minor blips
% improvement in run Communication to System As it occurs Run Logs from N/A
time per tuned program Owner(s); Good Press individual runs of
programs
% Reduction in Purged Analyze effectiveness of Quarterly DBA metrics before N/A
Tables/Archived Tables data management effort; and after the purge per
Communication to System table
Owner(s)
# of Major Incidents Trend Analysis; Monthly Individual Tracking As system
Management Reporting Spreadsheet or matures,
Problem Management incidents
System should
decrease
55
Metrics – Examples (cont.)
• Example metrics NOT gathered by integration team and

why they are useful to an integration team
Top 10 Largest Tables (DBA) – helps identify potential
purging/archiving or performance tuning candidates
Response Times (Basis) – helps proactively avoid calls from
end users or worse…
Emergency ID Usage (Security) – identify trends in problem
areas for permanent fixes
Problem Management Tickets (Process Teams) – help quantify
maturity of the system and assist in judging readiness for
Release and Test Management
56
Metrics – Tools, Tips, and Tricks
• Tools used
Transaction SE16 in SAP
Spreadsheet (Microsoft Excel or similar)
Database (Microsoft Access or similar)
SAP run logs and output
• Tips/tricks
Use metrics that show improvement to “brag”
Use metrics that show a problem to launch effort for a
resolution, then brag when the issue is resolved ;-)
Keep metrics simple to avoid complication and lots of
explaining
57
Metrics – Gotchas
• Complicated metrics (those with lots of filters) don’t tell

the whole picture
• Sometimes you spend more time explaining them than
they are worth, so choose your metrics wisely
• Major projects/implementations may skew the data (as
will other incidents)
Abnormally large emergency transport number
• Because processes may differ from system to system,
some metrics may make sense in one system but not in
another
Incidents in a critical system vs. non-critical system GOTCHA!
58

• Data Management
• Metrics
• Wrap-up
59
Key Coordination Activities
• One of the largest values an integration team can bring to your
organization is the centralization of key cross-team activities that
require strict planning
• Below is a partial list of these activities
Legal Change Package/Hotpack Scheduling
Disaster Recovery Planning and Test Execution
Major Project Configuration, Testing, and Go-Live coordination
and scheduling
Maintenance Window schedules/Planned Outages
System Copybacks (Acceptance Refresh)
Infrastructure Upgrades or Outages
Impactful Database Administration activities
• Having a single resource that is fully aware of these activities is
critical for any large and well-integrated SAP system
60
Key Coordination Activities (cont.)
Integration Calendar
WEEKEND PR Payroll Run
t BKK HOLIDAY - Thailand ME Month End Close
u Houston holiday - US X Activity
b Curitiba holiday - Brazil PRJ Project Activity
h Budapest holiday - Hungary DEV/ACC/PRD - Activity in SAP System
SU M T W TH F SA SU M T W TH F SA SU M T
NOVEMBER 2006 1 2 3 4 5 6 7 8 9 10 11 12 13 14
Holidays h b
US Payroll
Italy Payroll
Singapore Payroll PR E P
Monthly Transport Release PRD
Maintenance Outage X X
Wave 2 FI Release Testing PRJ PRJ
DECEMBER 2006 1 2 3 4 5 6 7 8 9 10 11 12
Holidays t t
US
Italy Payroll
Singapore Payroll PR PR E
LCP install PRD
Monthly Transport Release PRD
Maintenance Outage X
Wave 2 FI Release Testing PRJ PRJ PRJ PRJ PRJ PRJ PRJ PRJ PRJ PRJ PRJ PRJ
Disaster Recovery Test
61
Key Coordination Activities – Overview, Tips, and Tricks
• Roles/Process Overview
Only one good way to gather all of this information – stay in the
middle of everything!
Use all kinds of team meetings, project milestone meetings,
change tickets, DRBs, CRBs, etc.
• Tips/Tricks
Require participation from infrastructure and Basis in weekly
Change Review Meetings to gather information
Set-up “gates” where the Integration Manager is an additional
sign-off for project activities
62

• Data Management
• Metrics
• Wrap-up
63
What Else?
• This list is provided for illustration
Emergency Access Data Transfer Tool Management

OSS Coordination Disaster Recovery
Central SAP relationship contact Major Incident Management
Ownership of Solution Manager ERP Roadmap Ownership
Others?
64
Resources
• On your take-home CD:

“Test and release management strategies for multi-country SAP
implementations” session
• Want to learn more?
A free SAP Experts Sampler CD containing more than 20
relevant articles from BW Expert and SAP Professional Journal
is available at the WIS/SAP Insider booth in the Solutions
Showcase.
65
7 Key Points to Take Home
• A truly reliable SAP system must have someone focusing

on key integration activities
• Integration team members can have a great impact on
the effectiveness of your support organization or project
implementation
• Integration teams handle a large breadth of activities, but
try not to use them as a dumping ground
• Balance your integration team between day-to-day
operations (Transports, Metrics) and forward looking
strategic initiatives (Coordination, Archiving)
66
7 Key Points to Take Home (cont.)
• Keep your integration processes simple to avoid creating

work where work should not really exist
• Document Integration Processes to ensure everyone
knows “Who’s on First”
• Don’t forget to communicate successes to ensure your
organization sees the value in your integration team
67
Your Turn!
How to contact me:

Jason Rowe
Jason.rowe@capgemini.com
68

Dynamic Integration

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How to Build and

• SAP projects require close coordination and governance

• We’ll learn the purpose and importance of an integration

• What is an Integration Team?

• Dedicated team to handle the multitude of cross-team or

• Integration is NOT meant to mean SAP Technical

• Not the Project Management Team or Project

• “Must Have” skill sets

Global SAP Owner

Process Team OTC Process Team PY Basis A1 Integration

Process Team PTP Process Team OM ABAP A2 Integration

Process Team FIN Process Team BN …

• All integration team members under the same leadership

• What is an Integration Team?

• Transport Management consists of the procedures and

Development Acceptance Production

Unit test Request for

• Weekly meeting to discuss changes across the system

• SAP’s Transport Management System (TMS) is used for

• Use Transport Attributes to help you classify your

• SoD: Importer vs. owner – Integration should not be

• Requests to send only the “last” transport in a series of

• What is an Integration Team?

• Release Management (RM) implies a scheduled and

• Process steps consist of Prioritizing, Planning, Tracking,

Week 0 Week 1 Week 2 Week 3 Week 4

Cutoff for Inclusion

New Request can potentially be Consider pushing new Request to

• Systems not using Solution Manager must wrap TMS

• Integration should plan to spend a lot of time on Change

• SoD: Integration team should not be delivering

• What is an Integration Team?

• A powerful technique used to ensure that new changes

• Integration plays the key role in ensuring a regression

Transfer to Test Environment

Update your Baseline with Population

Review & Log Results

Re-execute Automated Baseline

• What is an Integration Team?

• Performance tuning entails the analysis, design, and

3. Identify Improvement ABAP

6. Communicate Success INT

• Testers and business users will forget to record run

• What is an Integration Team?

• A Design Review process ensures that the basic design

Complete Gap Template QA OK?

Recommendation Champion ARB Facilitator Program/Stakeholders

• Requests will be made without any alternative solution

• Use the Design/Architecture Board in the

• Use the Design/Architecture Board in the

• DRB Request Form should be filled out for every

• What is an Integration Team?

• Data Management refers to the handling of data in your

Target Description Method(s)

PCL4 LDOCs SAP HR Infotype logs Prevent and Archive

APQD Batch Data Communication (BDC) Logs Purge

CATJ-CATR Computer Aided Testing Tool (CATT) Purge

PCL2, PPOX, Payroll Clusters and Posting Information Archive Only

EDI* Tables IDocs Purge

RFCSTXTAB Remote Function Call (RFC) Statistics Purge

1. Create a “position paper” for each object to be

• All custom purging programs should have a “Test”

• Don’t underestimate the amount of effort it takes to get