Abstract: This paper emphasizes the importance of clearly and completely defining project objectives in order to successfully achieve the intended project outcome.
What are the different perspectives from which the project objective should be described so that the objective does not move around too much during the project?
The business processes to be mapped
Preferably a complete list of the current (usually customer-driven) variations in the value-added process (order-to-cash, i.e. single sale vs. daily delivery with monthly collective invoice, etc.) and the supporting processes within the framework of a BPML (Business Process Master List).
The cross functions
The cross functions, which are mostly to be used industry-specifically, refer to functionalities that can be found in the handling of most processes, such as Use of batch processing, serialization or storage bin management. A good guideline for their identification is provided by the functional descriptions of the former SAP SME packages.
The regional scope
This term describes all locations with their own postal address in which the SAP system is to be used, with a specification that documents the planned business processes to be used at the respective location – also in the BPML.
The systemscope
This list describes the legacy systems to be replaced, naming the functions, basic statements on the migration of the data and the replacement/omission of existing interfaces within the framework of an actual and target representation of the system landscape.
The improvements
The planned improvements to be achieved with the project are expressed in key figures – per function or management division concerned.
Milestone planning
This planning results from the underlying methodological approach for the overall project – and is defined per workstream.
Prioritisation of costs – quality – time
There must be a clear prioritisation and specification for the project within the framework of the so-called magic triangle “cost – quality – time”; at this point, management often is adorned with the idea of giving a clear specification. But this is indispensable in order to be able to make targeted decisions.
The division of tasks
Within project planning, all tasks must be expressed in critical work results that are to be created – preferably with their description/acceptance criteria, the time milestones and with defined, agreed corrective measures in the event of failure within the framework of a so-called RACI matrix (Responsible-Accountable-Consulted-Informed).
SAP project objective
If all this is clearly and comprehensively described, one will be able both to define the required internal resources with their necessary intensity of use and – if this takes place within the framework of a partnering model – to call in a system integrator as an external partner, e.g. on the basis of a fixed price contract.
We are talking here about the starting point of the project. However, it will always be permissible to readjust the project objectives in all aspects as long as this happens within the framework of a lived scope change request procedure in which the consequences of the change are pointed out and knowingly accepted.
I plan to make these specific tools and their application available and explain them in detail in PodCasts. If you don’t want to or can’t wait for this, feel free to write to me and we will surely find a faster, individual way for you!