Mentioning Supplementary Content


After completing this lesson, you will be able to:

  • Mention SAP Methodology learning journeys and other supplementary content

SAP Methodology Learning Journeys

The above learning journey content might subject to change, refer always to the latest link

Simplified Project Scale for SAP S/4HANA Projects and Expected Project Manager Competence

Evidence Generation

Factors Affecting Evidence Requirements

To select suitable Evidence generation option for the project, it is advisable to do the following:

  1. Get information on available options from internal team, external consultants, and SAP within information workshops.

  2. Within design thinking workshops, match information from Step 1 to company requirements.

  3. Capture selected option and evidence generation tools preferences within respective strategy level 0 information asset.

  4. Initiate sub-projects for implementing tools.


Pros and Cons of Fixed Term Contracts

  • Pros:

    • Predictable budgeting

    • Traceability by milestones/results

    • Payments based on actual progress

  • Cons:

    • Lengthy negotiations and signing

    • Lengthy Change Requests negotiations and signing

    • High risk of changes due to uncertainties for lengthy projects

Pros and Cons of Time and Material Contracts

  • Pros:

    • Ease of contracting

    • Less initial efforts on defining requirements

  • Cons:

    • Not results oriented

    • Payments not bound to actual progress

Implementation Strategies

ERP Implementation Strategies

  • Adoption Approach:

    • Big Bang Adoption

    • Phased Adoption

  • Customization Approach:

    • Vanilla Software

    • Commercial off-the-shelf (COTS)

    • Custom Software

  • Transition Approach:

    • Passthrough

    • Exhaustive

Big bang adoption or direct changeover is the adoption type of the instant changeover, when everybody associated with the old system moves to the fully functioning new system on a given date.Source:

Phased adoption is a strategy of implementing an innovation (for example, information systems, new technologies, processes, and so on) in an organization in a phased way, so that different parts of the organization are implemented in different subsequent time slots.Source:

Cloud multitenant software is sometimes called vanilla when not customized from their original form, meaning that they are used without any customizations or updates applied to them.Source:

Commercial off-the-shelf products are packaged solutions which are then adapted to satisfy the needs of the purchasing organization.Source:

Custom Software is software that is specially developed for some specific organization or other user.Source:*

ERP Implementation Strategies - Transition Approach - Comparison

Parameter / ApproachPassthroughExhaustive
Short DescriptionGo-Live on time and resolve open issues and incidents on the goGo-Live only after all open issues and incidents are fixed
Project Team focusBusiness Quick WinsRisk Mitigation
Budget spent onSubstance changesCompliance / Documentation
Strength of business ownership requiredVery HighModerate
Organization cultures compatibilityAgileRisk-free
Stabilization effortsVery HighModerate

Contract combinations / variances

IDVarianceAdditional intentions / expectationsProsCons
1FPP with T&M for developmentsCreate only those custom developments which have business caseLess custom development, hence lower TCOBusiness might not accept
2FPP with royalty for business KPI achievementFocus implementation partner on achieving customer’ strategic business goals
  • Clear connection between project and Business Case
  • Higher stakeholders support
  • Additional efforts for negotiating KPIs and approach to their measurement and fixing it in the contract
  • Additional efforts in contract management
3FPP with royalty for success criteria achievementAttempt to achieve simultaneously optimal TCI, TCO and business goalsBetter TCI, TCO and focus on business benefitsSame as in 2, but with additional TCI and TCO KPIs
4FPP for each phaseAbility to select best implementation partner (experience + costs) for the next phase
  • Clear start/end conditions
  • Ability to concentrate on a single phase without much forecasts and prediction
  • Less predictable budgeting for the next phase
  • High requirements to results handover
5Empty Frame with FPPs for each or several releases / epics / sprintsUse Agile approach for the project
  • Agile adoption for getting faster Time-to-Value
  • Keep connection between payments and results achievement
  • Less predictable budgeting
  • Additional efforts on negotiating FPP addendums

Acceptance Criteria for Phases

Acceptance Criteria for Prepare Phase

  • Project initiation documentation has been formulated (project charter, scope statement, governance model, communication and reporting mechanism, and project schedule).

  • Project standards and infrastructure elements are in place, project kick-off workshop has occurred, and project team on-boarding activities have been executed. An initial end user learning strategy has been developed.

  • The Business Driven Configuration Questionnaire has been completed and reviewed.

  • The Starter System has been requested and provisioned, and access checked.

  • Required integrated systems have been requested, provisioned, and access checked.

  • The customer’s team has been enabled for different elements of the SAP system and SAP Activate.

  • The fit-to-standard workshop schedule is agreed.

  • Customer business engagement for fit-to-standard and other project activities has been confirmed.

  • Implementation team members holding appropriate SAP S/4HANA Cloud certifications has been confirmed.

Acceptance Criteria for the Explore Phase (1 of 3)

Project Governance

  • A Project Plan available with planned Go-Live Date and Cut Over Phase.

  • A sprint plan available including all configuration activities on a 'per day' - granularity.

  • Daily standup meetings are scheduled for 'Realize Phase'.

  • The customer project team and system integrator team is in place, with sufficient resources to cover all relevant topics.

Acceptance Criteria for the Explore Phase (2 of 3)

Implementation Scope for Realize

  • Fit-to-standard workshops executed and documented.

  • Relevant scope items are defined and agreed as the high-level scope for Realize.

  • Relevant end-to-end business processes have been defined and relevant countries have been identified.

  • Potential scope items with extra licensing have been identified and availability per required country has been assessed.

  • Authorization roles and settings have been identified and mapped to business user roles.

  • The list of SSCUIs to be configured been finalized.

  • The list of 'pre-approved Expert Configuration' to be configured been finalized.

  • Any additional Go-Live critical requirements have been identified and agreed.

  • All SAP Integration scenarios and non-SAP Integration scenarios are identified with prerequisites clarified and fulfilled to integrate.

Acceptance Criteria for the Explore Phase (3 of 3)

Readiness for Realization and Additional Planning Aspects

  • All templates to provision Q-System been completed, template versions checked and submitted to the SAP Service Center.

  • Release upgrades during the 'Realize Phase' have been identified and considered in the project plan, factoring configuration and transport freezes.

  • Data migration test activities are scheduled with consideration made for the sequence of data loads.

  • Configuration of the Automated Test Tool is planned.

  • The availability of business resources is ensured during the realize phase to review configuration of weekly sprints.

Quality Gate Exit Requirements for the Realize Phase

  • A detailed end user learning plan has been formulated.

  • Solution configuration has been appropriately performed, respective units are effectively tested, output document templates have been defined, enhanced, and transferred.

  • Integration effectively setup in the Q-System and started/planned for P.

  • Extensibility items have been developed, tested, and transported to the P-System.

  • Data migration has been fully tested, data has been migrated, and final data quality has been assessed.

  • Prerequisites for SAP S/4HANA Cloud Integration (if any) with non-SAP S/4HANA Cloud systems in productive landscape have been completed.

  • Test plans have been created and executed successfully.

  • The post go-live support process and organization is defined and enabled.

  • Learning content has been developed and rolled-out.

  • Cut-over strategy, scope, timelines, communication, and roles have been fully documented.

Acceptance Criteria for the Deploy Phase

  • All project deliverables are complete and the project has obtained an official sign-off / closure.

  • All hypercare exit criteria have been met and any outstanding issues accepted by the operations team.

  • All data migration activities have been completed successfully.

  • All project and customer process documentation is stored centrally.

  • Organizational roles and responsibilities have been assigned for:

    • Solution Documentation / content update / training and onboarding material for new users (change in staff, new hires).

    • New user provisioning and authorization management.

    • End user support.

    • Key user support.

    • Critical incident management.

  • Escalation procedures have been defined, including communication path, escalation path, key contacts, and channels.

  • Procedure for managing continuous release cycles has been defined including regression testing, evaluation of new scope items and scope item changes, business communication for maintenance windows, and restrictions.

  • User enablement for the SAP Cloud Availability Center and SAP Enterprise Support been performed.

  • Training and onboarding material available for new users (change in staff, new hires).

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