Abstract: This blog post provides a comprehensive recommendation for a secure and efficient implementation of S/4HANA and emphasizes the importance of careful project preparation as a common thread for project success.
We have noticed that the reach of this BLOG and the number of regular readers has grown continuously. Currently, we have close to 2,000 interested readers from all over the world on a regular basis – I am very happy about that! I would like to take this opportunity to express my sincere thanks for the interest as well as the numerous constructive and positive feedback regarding both the content of the BLOG and the use of the tools provided in Digistore24!
In the past 25 BLOG articles, I have essentially presented the individual success factors for a secure and efficient implementation of S/4HANA based on the best-practice processes available there and for replacing the existing, grown SAP R/3 applications. Already in my first BLOG post, I said that the motivation for this BLOG is essentially to provide you all with experience-based tips, assistance and tools so that you can successfully implement your S/4HANA project safely and cost-efficiently.
With today’s post, I would like to start presenting the big picture or common thread based on all the recommendations in such a way that you, as the person responsible in your company, can use this as a simple aggregated guide to set up and run your S/4HANA project. In doing so, you should also know directly when, according to my recommendation, which of the proven tools should be used so that you can complete the upcoming tasks efficiently and professionally. For this purpose, I will show you where you can find our proven tools and which BLOG articles and explanatory videos are relevant in each case. Our tools are provided by us at a reasonable price in Digistore24. You can find an overview here.
The red thread
For the structured breakdown of the contributions, I will use the following project phases as a basis (no matter which “method” you use, it always comes back to this):
- Project Preparation -> completed with the project kick-off meeting.
- Scoping & Prototyping -> completed with the end-to-end (e2e) process integration test (without RICEF and without connected sub-systems)
- Realization -> completed with the end-to-end (e2e) acceptance test (incl. RICEF and connected subsystems)
- Implementation -> completed with the go-live and the complete handover of the system to the business owners and the operational support organization respectively
Phase 1: Project preparation
During project preparation, all questions necessary for the overall project should be clarified as conclusively as possible and documented in the project manual, including the project charter. For the basic questions I recommend to consult the following BLOG articles again:
On topics that should have always been part of the project preparation of SAP projects:
BLOG 3 – Basics and principles
BLOG 4 – Aspects of project goal setting
BLOG 5 – Partnering models
BLOG 6 – Stakeholder analysis
BLOG 13 & BLOG 14 – Overview of the main project management processes to be implemented
BLOG 15 – Internal and external project reporting
BLOG 22 – Make sure you are working effectively on cleaning up your data from the start
Recommended proven tool sets for accomplishing these standard project preparation tasks:
>> The Project Planning Package
>> The Project Reporting Package
>> The Change Management Package
On topics that, in my experience, require your very early attention due to the new aspects added in S/4HANA and should therefore be clarified as far as possible during project preparation in order to ensure a smooth project flow subsequently:
- Due to the new opportunities for cleanup, technical renewal and associated complexities: BLOG 21 – Analyze your surrounding systems and interfaces before the start of the project!
- Due to the new deployment models available, especially the cloud strategy specified in many companies: BLOG 17 – What is the difference between the available operational options? & in the context also: BLOG 23 – Our recommendation based on experience: Consider moving to S/4HANA Extended Cloud!
- Due to SAP’s new licensing models for S/4HANA – of course also depending on the deployment model chosen: BLOG 16 – What basic licensing issues are new in S/4HANA?
- Due to the “new and agile” approach launched by SAP in the context of “SAP Activate” for the implementation of S/4HANA based on an SAP Model Company: BLOG 9 – How to evaluate the approach based on an SAP Model Company?
- And last but not least, due to the innovations in S/4HANA: BLOG 8 – Which important tools from SAP are new and available free of charge since S/4HANA 1809?
My recommendations
Engage your project team members to review the topics relevant to them in the following documents:
- The SAP S/4HANA Rel. 2020 Simplification List EN.
- The What’s New Viewer – SAP S/4HANA
- The S/4HANA Delivery Scope
- The S/4HANA Best Practice Processes in the SAP S/4HANA Best Practice Explorer
- The S/4HANA Fiori Apps Library
In addition, my recommendation would be that you organize S/4HANA Delta training for your project team – not based on the knowledge of an individual consultant, but based on SAP’s standard S/4HANA Delta training. Cross out all the topics that are not relevant to your company from the standard training courses and commission the remainder as in-house training from SAP – this is usually the most cost-effective and fastest way to get your team motivated and fit for S/4HANA. Contracting with SAP in the above manner has the following advantages:
- All participants receive the standard training materials and a certificate of attendance.
- The trainings take place on SAP’s stable training systems with the exercises documented as known.
- The trainings are conducted by trainers selected by SAP, whose quality is guaranteed by SAP.
If you also invite your external consultants to these trainings (of course, they should not or only partially charge for their time) and start the trainings in the context of the kick-off meeting, you have also established an initial targeted team building.