SAP Community - SAP Strategy Management

Strategy Management with SAP Value Realization rapid-deployment solution

2015-02-11T17:43:21+01:00

See this blog on SAP's Value Realization rapid-deployment solution

Rapidly Improve Performance with Value Realization Management

The solution is available here on SAP Service Marketplace:

SAP Service Marketplace - SAP Value Realization Management

Check points for SSM upgrade issues - within 10.0 series or within 10.1 series

2015-05-21T03:03:50+02:00

Here I am sharing some tips regarding the trouble shooting of upgrading issues (within 10.0 series or within 10.1 series). End users may face the following issues after SAP Strategy Management (SSM) upgraded to a higher service package within 10.0 series or 10.1 series.

Users could not access SSM End Users Interface.

For SSM 10.0, if users could not access the End User interface after upgrading, check if Chapter 3.5 and Chapter 4.6 of upgrading guide, regarding

exporting and importing roles, are strictly followed. If not, all the SSM roles need to be re-assigned SSM actions (referring to the installation guide Chapter 7).

Script errors and Undefined labels.

Check if the imported boostrap data (boostrap.zip or import.zip) are from the same version of PAS, which should be also the same SP version level of the CPMSTRMGMAPCxx_xx.xxxxxxxx.SCA file. If a patch (eg. SSM 10.0 SP11 Patch01) is applied, try to recreate named queries (http://<ser>:<port>/strategy/tools/namedquery.jsp) to fix named query errors in Netweaver Java traces.

Entry and Approval or cubebuilder is not working.

After PAS upgraded, check if the procedure files located in the InternetPub folder are replaced with the files of the corresponding database type.

Application Server (PAS) isn't working.

If the PAS is running on Windows, check if its installation path is unchanged. If the installation path need to be changed, the directory paths in

the lssever.ini file (located in C:\Windows) needs to be modified to map to the new installation path.

Some statuses are missing from Strategy tab.

For SSM 10.0, check if the scheduled tasks (SSM Administration > Scheduler) are re-defined and re-enabled. Make sure "Calculate All Scorecard Objects" is scheduled to be executed regularly.

Duplicate scorecard objects appear on Scorecard.

It is strongly recommended to use an NW Java infrastructure which is officially supported by SSM. If running Netweaver Java on a load balancing environment on which SSM doesn't officially support, then please shut down all the other NW instances and only leave one active instance to import the boostrap data file and database files, otherwise, the importing process might fail or duplicated items (eg. duplicated scorecard items) might be imported to the database.

If the release note of the specific version and the upgrading guide are strictly followed, then usually most of these issues can be avoided.

The following lists some other check points during upgrade:

Check if all the SSM components, especially the Application Server (PAS) and the deployed CPMSTRMGMAPCxx_xx.xxxxxxxx.SCA file are on the same Service Package level. For SSM 10.1 SP5 and earlier, or SSM 10.0 series, check if versions of all the other components are exactly same as required in the release note.
If the PAS server is running on Unix/Linux, check if the necessary environment variables are added to the necessary PAS scritps (eg. runlss.ksh, runlss.csh, lsstcp.ksh, lsstcp.csh, etc). For the details of adding variables to scripts for Unix/Linux, please refer to the installation guide. Check if the OS
user used in the definition of model connections has the permission to run the scripts and programs.

How to restrict the access of a web application user to particular dimension members

2015-06-20T03:34:36+02:00

Here is an example created in the sample database "pwsample" regarding how to use "INDEX USER-CASE-ENDINDEX" statement to restrict web application users' access to particular dimension members so different users could have a different view when accessing the same scorecard (For example, User1 takes charge of all the stores of Boston and this user should not have the access to the data of stores in Miami.)

1. Create two PAS users with properties similar to the default user “Guest”, “Guest1” and “Guest2”.

2. Use the PAS model “HFPBM” in exclusive mode. Create a procedure named “Security” in the PAS model “HFPBM” with the following
content:

INDEX USER

CASE Guest1

…Guest1 is restricted to Boston on Store dimension

…Guest1 is restricted to Women and members below Women on PRODUCT dimension.

SELECT PRODUCT Women

SELECT PRODUCT plus Below Women

SELECT STORE Boston

CASE Guest2

… Guest2 has the full access

CASE Guest

…Guest has no access to any dimension members.

SELECT PRODUCT NONE

SELECT STORE NONE

SELECT CUSTOMER NONE

ENDINDEX

3. Exit PAS.

4. Modify the model connection of HFPBM, add more Application Server Connections, “Guest1” and “Guest2”. Assign the web application user “SSM_USER1” to “Guest1”, and the web app user “SSM_USER2” to “Guest2”.

5. Connect to the context “Fashion Enterprise” in the sample database “pwsample” separately through “SSM_USER1” and “SSM_USER2”. Compare the difference.

Scorecard of the user "SSM_USER1"

Scorecard of the user "SSM_USER2"

"Cascading" in SSM

2015-08-10T04:47:03+02:00

Overview

Cascading is a helpful functionality if multiple scorecards under a context hierarchy have similar definition. Here are the main related features:

* Compare scorecard items with different names in Scorecard Comparison.

In SSM 7.5, only if a scorecard item exists in multiple contexts with the exact same name, this item could link multiple contexts and appear in the same line of the Scorecard Comparison view. In SSM 10 and SSM 10.1, if using Scorecard Cascading functionality, scorecard items on the cascade level can be linked together and appear in the same line of the Scorecard Comparison view even if their names are different.

A) Traditional Comparison View

B) Cascading Comparison View

*Copy and Compare initiatives.

Not just the scorecard items could be similar. You might also want some similar initiatives based on those linked scorecard items created in every context under the context hierarchy.

Scorecard Cascade

Below is an example based on "pwsample" regarding how to set up Scorecard Cascade.

1. Assign the cascade level in SM Admin > Administration > Set Defaults page.

2. Create a group of scorecards / contexts with hierarchy.

( "Miami" is copied from "Northeast" but has a dimension filter "Store: Miami" in SSM Admin > Scorecard > Set Defaults page.)

As shown in the above screen shot, the "Fashion Enterprise" is on the top level, "Northeast" and "Miami" are on its sublevels.

3. Create linked non-KPI scorecard items (objectives) in Library.

Below is a screen shot of cascade objective details:

4. Assign these cascade objectives to scorecards.

5. Display linked Scorecards in SSM Admin>Context Management>View Cascade Details.

6. Compare cascaded items on Scorecard Comparison View.

Initiative cascading

Create an initiative and cascade it to other contexts.

1. Create an initiative "Cascade Test" in the top level "Fashion Enterprise", and assign the cascaded scorecard item "Cascade Testing - Fashions Enterprise" to it.

2. Click on "Cascade" link on Initiative tab.

3. There are two options, "Cascade Based on Context" and "Cascade Based on Cascaded Items". Compared to "Cascade Based on Context", the "Cascade Based on Cascaded Items" could copy all assigned scorecard items and replace the cascaded scorecard items with their linked ones belonging to the context.

The initiative will be copied to all the selected contexts. It also provides the chance to change the name, owner, actual or budget of those new initiatives. As in the below screen shot, the linked cascaded scorecard items could be replaced by the linked one belonging to the scorecard.

4. View linked initiatives by selecting "Linked Initiatives" view on Initiative tab.

Modify frequency of KPI from code (PAS Admin)

2015-09-03T20:32:06+02:00

Applies to Sap Strategy Management 10.0 and 7.5

To modify the frequency of a KPI from code (after creation) is done by typing the command:

SET VARIABLE variables periodicity list

Example: you wanted to change to semester a list of KPIs that were created in cube builder quarterly, for that the following is typed:

SET VARIABLE KPI1_ACT, KPI1_TAR, KPI2_ACT, KPI2_TAR semiannual

The possible recurrence options:

A short introduction to Strategic Management

2016-08-20T08:27:31+02:00

1.What is strategy

A company’s strategy consists of a set of competitive moves and business approaches that management is employing to run the company.Strategy can thus be called as the management’s game plan to achieve the following :

Attract and please customers
Stake out a market position.
Conduct operations
Compete successfully
Achieve organizational objectives

Thus a strategy can be defined as an action plan for deploying resources to achieve a competitive advantage in the marketplace.A competitive advantage is created when any company successfully formulates and implements a value creating strategy.Any value creating strategy can only be deemed successfully when it is sustainable and the competitors are unable to duplicate the same.

In this context we can define strategic management as a process by which managers choose a set of strategies for the enterprise to pursue its vision.Strategic management is this both the art and science of formulating,implementing,evaluating cross functional decisions that enable any organization to achieve its objectives.The three facets of strategic management are :

Strategy formulation
Strategy implementation
Strategy evaluation

2. Benefits of Strategy management.

The following are the tangible and intangible benefits of strategic management

Strategy formulation activities enhance the organization’s ability to prevent problems.
Group based strategic decisions are likely to be drawn from the best available alternatives
The involvement of employees in strategy formulation improves their understanding of the productivity-reward relationship in every strategic decision and heightens their motivation.
Gaps and overlaps in activities among individuals and groups are reduced as participation in strategy formulation clarifies the differences and responsibilities of roles.
Resistance to change is reduced.

3. Risks in Strategic management.

The following can be some of the risks in strategic management

The time managers spend on strategic management process can have a negative impact on operational activities
If the formulators of strategy are not intimately involved in the implementation,they may shirk the responsibility for the decision reached.
Strategic managers must be trained to respond and anticipate to the disappointment of participating subordinates over unattained expectations and results.
Managers may try to opportunistic and try to implement value destroying strategies that enhance their own personal wealth and powers.Corporate governance and ethics needs to be established to prevent such opportunistic behavior.

4. Dimensions of strategic decisions.

The following are some of the key dimensions of strategic decisions :

Requires top management decisions and actions
Requires large amount of the firm’s resources
Often affects the firm’s long term prosperity
Future oriented
Usually have multi-functional or multi-business consequences
Requires consideration of the firm’s external environment.

5. The three levels of strategy.

The following are the three levels of strategy implemented in an organization.

Corporate level strategy :: At this level the fundamental task is to develop a balanced portfolio of businesses which will achieve the goals of the organization and satisfy its stakeholders.
Business level Strategy : At this level ,the business or set of activities is given and the major task for strategic planner at this level is for business to succeed against competitors and also satisfy corporate success criteria.
Functional level Strategy :At this level the major task is to provide appropriate functional strategies(Finance and accounting,marketing,R&D ,HR etc) for SBU or corporate level strategy.

6. Business level strategy.

A business level strategy is an integrated and coordinated set of commitments and actions that the firm uses to gain a competitive advantage by exploiting core competencies in specific product markets.The fundamental tenet of a business level strategy is to “Compete for advantage”.The firms need to answer the following questions:

Who
What
How

There are three generic business level strategies which are used across industry segments :

Low cost leadership
Differentiation
Focus

Successful businesses use their competitive advantages to develop one of these generic business strategies.Organizations also combine these strategies to achieve further benefits.Most of the big corporations in today’s world follow a combination of these strategies in varied scales.

Cost Leadership Strategy.

This strategy is an integrated set of actions designed to produce or deliver goods and services at the lowest cost relative to competitors with features that are acceptable to consumers.The features can be :

Relatively standardized products
Features acceptable to many customers
Lowest possible price.

Firms that succeed in cost leadership strategy has usually the following advantages :

Access to low cost capital and resources
Building efficient facilities
Skill in designing products for efficient manufacturing
High level of expertise in manufacturing process engineering
Efficient distribution channels
Tight control systems with focus on quantitative targets.

Cost leadership results in the following advantages :

Economies of scale
Vertical integration
Corporate inter-relationships
Location advantage

The following can be some of the risks of cost leadership :

Other firms may also be able to lower their costs as well.
Firms following a focus strategy and targeting various narrow markets may be able to archieve a even lower cost within their segments and thus can gain significant market share.

Differentiation Strategy.

The differentiation strategy is an integrated set of actions designed by a firm to produce or deliver goods or services that customers perceive adding value.The features can be as follows :

Price may exceed standard offering
Non-commodity products
Customers value differentiated features than than they value low cost.

Some differentiation themes can be as follows :

Unique taste
Multiple features
Wide selection and one-stop shopping
Reliable,superior service
Service network availability

Firms that succeed in the differentiation strategy has got the following strengths :

Access to leading scientific research
Highly skilled and creative product development team
Focus on quality
Strong sales team with ability to successfully communicate the perceived strengths of the product
Corporate reputation for quality and innovation

The following can be some of the risks in this strategy :

Imitation by competitors
Changes in the customer tastes
Various firms pursuing focus strategies may be able to achieve even greater differentiation

Focus Strategy.

This strategy focuses on a narrow segment and within that segment attempts to achieve either cost advantage or differentiation. Firms that succeed in a focus strategy are able to tailor a broad range of product development strengths to a relatively narrow market segment that they know very well.

Because of their narrow market focus,firms pursuing a focus strategy have lower volumes and therefore less bargaining powers with their suppliers.However firms pursuing a differentiated-focus strategy may be able to pass higher costs on to the customers since close substitute products do not exist.

Some of the risks involved in pursuing focus strategies can be as follows :

Target segment becomes unattractive
Demand disappears
Large competitors may set their sights on the niche market.

In addition to the above strategies some firms also pursue an integrated cost leadership-differentiation strategy.The advantages of such an approach can be :

Adapt quickly to environmental changes
Learn new skills and technologies more quickly
Efficiently leverage its core competencies while competing against the rivals.

The major risks in the above approach can be :

An integrated cost/differentiation strategy often involves compromises(neither the lowest cost nor the most differentiated item)
The firm may become “stuck” in the middle lacking the strong commitment and expertise that accompanies firms following the cost leadership or differentiation strategies.

7. Corporate level strategy.

A corporate strategy is an action taken to gain a competitive advantage through a selection and management of a mix of businesses competing in several industries or product markets.Corporate strategy is mostly concerned with the broad and long term questions of :

What business(es) the organization is in or what to be in.
What is wants to do with those businesses.

The tasks involved in corporate strategy can be as follows :

Moves to enter new businesses
Actions to boost combined performance of businesses
Ways to capture synergy among related businesses
Establishing investment priorities and steering corporate resources into most attractive units.

Corporate level strategies thus enable firms to decide on diversification and divestitures.

Levels and Types of diversification

Firms can be classified based on the levels of diversification within the firm into the following :

Low levels of diversification
Single business
Dominant business
Moderate levels of diversification
Related constrained
Related linked
Very high levels of diversification
Unrelated

Reasons for diversification : Firms diversify for value-creating,value-neutral and value-reducing reasons.

Value creating diversification

1.Achieving economies of scope(related diversification)

2.Increased market power(related diversification)

3.Achieving financial economies(unrelated diversification)

Value neutral diversification

1.Anti trust regulations

2.Tax laws

3.Low performance

4.Uncertain future cash flows

5.Risk reduction for firm.

6.Tangible resources

7.Intangible resources

Value reducing diversification

1.Diversifying managerial employment risk

2.Increasing managerial compensation.

Value creating diversification : Related corporate strategies :

Related constrained and Related linked are two corporate level strategies followed by organizations to create value.Both these strategies exploit and develop the economies of scope between the businesses.The economies of scope can be defined as cost savings a firm creates by successfully by sharing some of its resources or capabilities or transferring one or more corporate level competencies that were developed in one of its businesses to another of its businesses.The former is called related constrained strategy and the latter is called related linked strategy.

In this context we need to understand the terms operational relatedness and corporate relatedness concepts.Operational relatedness is used in related constrained strategies while corporate relatedness is used in related linked strategies.

Operational relatedness
Corporate relatedness

Related corporate strategies are also used by firms to create market power.A market power exists when a firm is able to sell its products above the existing competitive level or to reduce costs of primary and support activities below the competitive level or both.Market power can also be increased by :

Multi-point competition
Vertical integration

Value creating diversification : Unrelated corporate strategy :

Unrelated corporate strategy create value through financial economies.Financial economies are cost savings realized through improved allocations of financial resources based on investments inside or outside the firm.The financial economies are achieved by the firms through :

Efficient internal capital market allocation.In this case corporate office distributes capital to business divisions to create value for overall company.
Restructuring of acquired assets.In this case a firm creates value by buying and selling other firms assets in the external market.

It has been seen that generally conglomerates that follow the unrelated diversification corporate strategy have a fairly short life cycle because financial economies are more easily duplicated by competitors than are gains from operational or corporate relatedness.

SAP EPM Tag Collection (BPC NW, BPC MS, DSM, FC, EPM Add-In, PCM, SM, SPM, BOC)

2016-10-13T21:19:27+02:00

I would like to invite all members of the former EPM spaces to participate in the new community and to use the new and improved features. Please find the primary tags and the direct links to the content/tag pages below:

SAP BusinessObjects Planning and Consolidation, version for SAP NetWeaver

SAP BusinessObjects Planning and Consolidation, version for the Microsoft platform

EPM Add-In for Excel
- All Content (Blogs / Questions)
- Direct Link to Create EPM Add-In Question

SAP BusinessObjects Financial Consolidation (BFC)
- All Content (Blogs / Questions)
- Direct Link to Create BFC Question

SAP BusinessObjects Disclosure Management (DSM)
- All Content (Blogs / Questions)
- Direct Link to Create DSM Question

SAP BusinessObjects Profitability and Cost Management (PCM)
- All Content (Blogs / Questions)
- Direct Link to Create PCM Question

SAP BusinessObjects Financial Information Management (FIM)
- All Content (Blogs / Questions)
- Direct Link to Create FIM Question

SAP Spend Performance Management (SPM)
- All Content (Blogs / Questions)
- Direct Link to Create SPM Question

SAP BusinessObjects Strategy Management (SM)
- All Content (Blogs / Questions)
- Direct Link to Create SM Question

SAP BusinessObjects Cloud (BOC)
- All Content (Blogs / Questions)
- Direct Link to Create BOC Question

Looking forward to seeing the first questions and blogs posted.

Best regards,

John

World Rugby Heads for the Clouds

2019-01-30T05:15:55+01:00

New SAP ByDesign will make sure the upcoming Rugby World Cup is a hit!

It’s going to be a big year for rugby fans. That’s because, as well as enjoying the usual action-packed fixtures calendar, November will see the Rugby World Cup taking place in Japan for the first time ever.

The tournament, which comes around once every four years, is now the 3rd largest sports event after the Summer Olympics and the Football World Cup. The heavy responsibility for making sure everything goes off without a hitch falls to the sport’s global governing body, World Rugby. However, this year it’s getting a little help from an increasingly familiar player in the sports world – SAP!

Looking for a wide ranging IT strategy

World Rugby has been responsible for the regulation, development and promotion of the game of Rugby Union since 1864. It’s grown tremendously in recent years, as interest in the game and the internationally televised Rugby World Cup has exploded. However, like many established and successful businesses, the organisation also found itself being held back rather than helped by its existing infrastructure.

In addition to manual systems running key operations, there was a heavy reliance on manual and potentially error-prone spreadsheets. Numerous legacy systems, which didn’t talk to each other, made arriving at a single and correct version of the truth difficult. Different departments were creating or acquiring their own systems, leading to a large amount of shadow IT across the organisation.

The situation was clearly not sustainable. As World Rugby’s Clare Skelly recently explained, “We needed a wide-ranging IT strategy to support the growth objectives of our organisation.”

World Rugby kicked off a transformation project to replace its legacy systems and gain complete operational visibility. After a rigorous RFP and evaluation process which involved 10 different vendors, the field was whittled down until SAP Business ByDesign emerged as the perfect solution.

Built for mid-market success

Built for the mid-market, SAP Business ByDesign was ideally suited to World Rugby’s needs

“We wanted one end-to-end set of processes that used one system and the same set of data across the business. One integrated platform to manage all of the organisation’s processes and reduce complexity and duplication,” said Skelly, who manages the Enterprise Resource Planning (ERP) project for World Rugby

One of the main drivers of the transformation initiative was to introduce efficiencies across the organisation by providing Anytime Anywhere Access via a cloud based solution. Mobility is important to World Rugby because, although most of its 100 or so staff are based in Dublin, about 70% of them travel 70% of the time. This makes easy access to information a critical consideration.

“With SAP Business ByDesign we were able to quickly introduce a cloud ERP solution with complete, on-the-go visibility into our business operations,” Skelly said.

World Rugby now has a set of streamlined, end-to-end business processes that have dramatically improved operations.

For example, with the old monthly payroll cycle, making sure everyone everywhere was paid on time was a challenge. After implementing SAP, the organisation is now able to execute two payroll cycles a month, winning a lot of positive feedback across the business for removing a major pain-point.

The original travel system made gaining any visibility extremely difficult. SAP’s Concur solution has changed that completely, and a self-booking tool allows people to book their own trips without having to go through travel agencies.

SAP SuccessFactors has also been enormously popular and removed a sizeable source of frustration. World Rugby now uses SAP SuccessFactors for recruiting, performance management and hosting HR policies and procedures.

SAP Business ByDesign Business Benefits

·       Driven improvement across global operations

·       Optimised finance, HR, and supplier processes

·       Established end-to-end processes, integrated analytics and ensure timely reporting

·       Streamlined operations, manage daily transactions more efficiently, and increasing the accuracy of forecasts

·       Tightened controls and enabled in-depth insight on travel-related spend and expenses

·       Improved HR efficiency and productivity through collaboration across the organisation

·       Laid down a strong foundation for enhanced organisation performance

The game isn’t over

With SAP Business ByDesign, World Rugby has laid out a solid foundation for the future. In fact, it is now using it as the base for all decisions around new systems.

For example, it is currently looking at a Grants Management System, which will be built out from SAP and talk to it. The organisation is also looking at SAP’s project management functionality to roll out a standard project management methodology across the organisation.

In addition, the organising body is expanding the use of CRM, from the rugby unions and other stakeholders, to partners such as sponsors and broadcasters, and reviewing how inventory for events is managed.

Now that everything has bedded in, World Rugby is considering implementing a Business Intelligence tool that will sit across all of the organisation’s systems, extract and analyse data, and present it to the management via dashboards.

“That’s our ultimate aim. To give management more meaningful insight,” said Skelly.

Advanced Available-To-Promise (aATP) with Back Order Processing in HANA 1809

2019-03-18T16:51:32+01:00

Dear All,

In this blog will be seeing how to Activate aATP Process and How to Create BOP Job Run using Fiori Applications to Re prioritise Sales Orders based on Strategy in the BOP.

Now let's Focus on what is aATP and BOP before going into Activation & Configuration parts.

SAP has introduced aATP with its 1610 release Advanced Available-To-Promise (aATP) with new functionality to execute order fulfilment and improve supply chain processes in a better way compared to classic ATP.

Before going Further Let's see ATP Vs aATP

Basic Available to Promise (ATP)

Simple product availability check

Basic allocation check

Manual material determination

Semi-manual plant substitution

Material-/plant-based backorder processing for sales orders

Simple transportation and shipment scheduling based on days (and hours)

Advanced Available to Promise (aATP)

Backorder processing with intuitive requirement classification

FIORI Applications for Release for Delivery

Mass enabled fast availability check

Use-case-driven product allocation check

Intelligent and automated selection of best confirmation considering alternative plants and substitutable materials

Easy-to-use and device-independent ATP explanation and simulation app

Advanced transportation scheduling.

What is Back Order Processing

If A customer requires a product XX Immediately and Customer B order is committed with available stock.

To address this type of Supply Vs Demand BOP is used.

Supply:- Stock, Production Order etc.

Issues:- Sales Order, STO(out bound) Schedule Line Agreements.

Now Let's see some Key Innovations which are released part of 1809 Release.

Product Availability Check:-

Promise what you can deliver / Avoid over-confirmation Fast turn-around time during online check

Support of Segmentation you can include customer - specific stock segment

2. Product Allocations:-

Product Allocation Sequence can create product allocation sequences which can be used to confirm requested quantities during availability checks for sales orders and stock transfer

3. Back Order Processing:-

Support for stock transfer orders

Supply Assignment

usability improvement for SAP UX

Simplification improvements for the creation and maintenance of BOP Variants have been introduced

New SAP Fiori Applications to create and schedule jobs for BOP

Now let's get into the Activation Process of aATP

Available-to-promise (ATP) stock is the uncommitted portion of a company’s inventory and planned production, used to support order promising for a customer order. The ATP quantity is very different from the available stock quantity. For example, perhaps there are 100 total pieces of stock for a product, but 80 pieces have already been committed to other sales orders or internal production. In that situation, the ATP quantity is only 20 pieces, which can be promised to new sales orders or new requirements.

To Activate in Configuration --- OVZ2

Checking Rule and Scope of Check Remains Same of Classic ERP

Strategies in BOP

The slide picture below demonstrates how each strategy can acquire inventory from the lower-priority strategies.

1) WIN:

▶Confirm as requested

▶Shall be fully confirmed in time (the most important customer orders)

2) GAIN:

▶Improve if possible

▶Shall keep the confirmations and should gain if possible (orders that cannot lose the earlier confirmations)

3) REDISTRIBUTE:

▶Redistribute and Reconfirm

▶Might gain, might lose (orders that can lose confirmations)

4) FILL:

▶Delete confirmation, if required

▶Shall not gain anything, should keep confirmation, but may also lose (non-priority customer orders)

5) LOSE:

▶Delete confirmation

▶Shall lose all confirmations (orders under credit block)

We now proceed to BOP Application that will create the parameters to decide what inventory is allocated to certain sales orders. The first BOP app, Configure BOP Segment,

These segments will filter and sort data per the selection criteria documented.

There are a host of standard options available, such as Sales Organization, Document Type, Date Ranges or Plant, providing broad flexibility in segment creation. Once complete, a segment may appear as per below Snaps, where we are selecting all orders shipping from the Supplying Plant 1710.

Fiori Applications

Configure BOP Segment:-

In Selection Criteria You can Give Selection condition with a basic code for Ex:- "Delivery Prior. of the SalesData of an ATP Document is equal to '01'

and also you can prioritize Attributes as well.

Configure BOP Variant:-

In BOP Variant will Assign BOP Segments which we created as per requirement.

Schedule BOP Run:-

In Schedule BOP we need to give the Variant which we created using Segments and Run the Job

Once Job Run is completed we can check status in Monitor BOP Run App

So From Above Snap, you can see from Sales order "14" Quantity has been Pratroised to Sales Order "15".

In this Way, We can Pratroise Order Based of Customers Requirement Vs Inventory.

We can use aATP with BOP to Praitotise the Sales Orders using different Strategy in BOP like

WIN, GAIN, REDISTRIBUTE, FILL & LOSE based on the customers and business process.

without losing a good customer for a delay in delivery with this aATP with BOP we can full fill all requirements of Different Customers with positive feedback

Using Networking to Empower Success

2019-10-08T11:07:07+02:00

UKISUG Connect is a great forum to get to know other SAP customers and hear their stories – Bernadette Brennan, SAP Solution Architect

The Electricity Supply Board (ESB) is a state-owned electricity company operating in Ireland. As a vertically integrated utility, ESB operates right across the electricity market: from generation, through transmission and distribution to supply. The Electricity Supply Board currently supplies electricity to approximately 1.4 million customers throughout the island of Ireland and employs approximately 7,000 people.

With SAP systems at the centre of its business organisation, it is imperative for the ESB team to stay up to date with SAP changes and offerings, as the company adheres to a ‘Get Current / Stay Current’ strategy in relation to support of its enterprise-wide application systems. Keeping abreast of any changes in relation to SAP services is key to continually implementing efficient business processes throughout ESB.

Events such as Connect are a valuable source of information in relation to SAP’s latest developments, innovations and product roadmaps which helps us leverage our existing SAP landscape, maximise the return on our technical investments and ultimately deliver an improved end user experience – Malcolm Dalton, SAP Solution Architect

The UK & Ireland SAP User Group (UKISUG) has provided more than 16 hours of networking at UKISUG Connect. The three-day event also includes keynotes, interactive workshops and breakout sessions in various areas relating to the public sector and utilities organisations - including Platform and Database and Total Workforce Management (including hire to retire).

The delegates from ESB who have attended UKISUG Connect have passed on the knowledge and experience they gain at the conference to their peers, meaning the wider team are engaged either directly or indirectly, empowering SAP success across the board.

Professional knowledge transfer and experience stories to share with colleagues. Good networking opportunities – Paul Quinn, SAP Solution Architect

In 2018, ESB came away from Connect with genuine business benefits…

Last year we were in the process of making a business case for embarking upon our SAP S/4 HANA journey. The Connect event offered us an excellent opportunity to liaise and network with other User Group members to gain a greater insight into how they prepared for this major undertaking, what challenges they experienced and more importantly what pitfalls may potentially arise and how best to avoid them. Through increased collaboration with other SAP users and the detailed information garnered at Connect 2018, we certainly were in a much better position to approach our S/4 HANA migration project with greater confidence – Malcolm Dalton, SAP Solution Architect

Completely independent from SAP, UKISUG exists solely to engage and empower all SAP customers, including those in the public sector. Taking this, the theme of UKISUG Connect 2019 is Empowering Minds, Engaging Success through facilitating the power of YOUR network. ESB have benefitted.

This year, will you?

To sign up or find out more, visit sapusers.org/connect19

A Decentralized World Uniting People

2019-10-23T22:46:06+02:00

An economy is nothing more than the aggregate of its markets. To be an effective leader of a corporation or government, an understanding of the economy is essential. All attempts to grasp what is going on in markets are informed by looking at who is doing the buying and selling of goods, services and financial assets, whilst asking ‘why?’. The current widespread impatience with economic sluggishness, best illustrated by the stagnant wealth middle- and lower-income earners, is leading to risky populism and nationalism. Fittingly, the impact of digital technology on the evolution of our ecosystems has become a key focus as the global debate sprouts branches of tributaries with evolving design. Whether it is the political establishment versus Facebook, the SEC v. Crypto or 680,000 Spotify premium-tier members ‘facing the power of the App Store’, it is clear that the role of technology in our ecosystem is mainstream and growing. The recent blockchain enabled decentralized computing platform models of today provide a glimpse into how technology might evolve to balance competing payoff sets and priorities.

As the human ecosystem evolves, so does our understanding of technology. Often blockchain is used interchangeably or understood to be synonymous with bitcoin. It is not. Blockchain is an application on top of a much broader fundamental movement exhibited by the world of today. A reflection of the years gone by, reveals the important role that the world wide web has played in our lives through the rise of ‘centralized platform technology’. Companies such as Facebook, Amazon, Apple, Netflix and Google all leveraged the web to create centralized platforms that divert essentially all social, media, retail and advertising business through their centralized models. As the impact of all of this is debated by society, a peak at the 10 year growth curves of FAANG NASDAQ market capitalizations confirms that this has been good for business. The discussion on the impacts of this technology in our society is huh, hmmm, oh, no, errr lively.

Enter a horizontal architecture and concept called blockchain. While bitcoin does perform exceptionally well for the case it was built to enable, it is not a miracle worker for all use cases. There are currently more than 110 different blockchain technologies and frameworks in the market (Ideation Centre @ SAP Canada count as of 06/2019). Blockchain technology is developing to ensure deficits are being addressed through prototypes that are now live with a learning feedback loop. Centralized computing is no longer always the tool to select when faced with a new challenge at your organization, even if it is the tried and proven default.

Take for example a recent challenge faced by a North American business seeking to expand globally to fulfill customer demand. Bumble Bee Foods was looking to track a fish from “bait to plate,” to let customers know who caught it, packed it, and shipped it. That challenge to solve was ‘how could they ensure that the full ocean-to-table experience for their customers with a line catching fisherman off the shores of Indonesia would happen with new business partners operating their own way?’ A tablet yielding fisherman’s son on the beach proved to be the key insight that led to a blockchain enabled supply chain that traverses ocean focused NGOs, government agencies, packagers, and retailers. The independent fisher across the planet leverages the NGO for pricing power which benefits from supply chain visibility from the SAP application. As everything is backed by encryption, the consumer scanning the QR code can tell that it has not been tampered with at any point, and that the fish they are taking home to eat was genuinely caught at the time and location indicated by the entry on the blockchain made by the local fisherman. Numerous challenges in our world could benefit from enhanced trust between the consumer and entrepreneur like this network provides not only for the end points, but all of the other essential partners along the journey.

We are in a world where person to person interaction has been usurped by focusing on screens, headphones, or any other social connection limiting action when in the company of people. Creating more connections and trust through openness makes sense for a variety of services in today’s world. So perhaps a world with centralized platform technology offerings complimented by decentralized technology innovations can help to unite us all. If we can comprehend the previous sentence that is.

5 Essential Points for a Successful Closing of the PREPARE Phase in SAP S/4 Cloud Private Projects

2025-09-17T00:44:41.628000+02:00

When we think about agile and structured methodologies, SAP Activate stands out as the framework that guides each stage of an SAP implementation. And within this cycle, the PREPARE phase plays a fundamental role: it is the moment to ensure the foundation is solid before moving forward to Explore.

A well-executed closure of the PREPARE phase can mean the difference between an agile, sustainable, well-governed project — or one full of risks that will appear soon after.

The SAP Activate Methodology Roadmap provides comprehensive information to support this stage. However, if you need a quick reference guide, below are the 5 key points that should be considered at this moment. For additional references, I’ve included at the end of this post the link to the full Roadmap.

1. Confirmation of the Governance Structure

The PREPARE phase must close with a clear and functional governance in place:

Steering Committee, PMO, and other bodies defined
Roles and responsibilities distributed between customer, integrator, and SAP
Clear escalation paths for risks, issues, and change requests

2. Full Team Mobilization

It is essential to confirm that all key teams are mobilized:

Customer and partner project teams
Identification of Key Users and Subject Matter Experts (SMEs)
Commitment and availability validated for each role

3. Technical Landscapes Available

At the closure of PREPARE, the technical environment must be ready:

DEV, QAS systems and initial connections configured
Access granted to all users involved in Fit-to-Standard workshops
Initial priority integrations mapped

4. Detailed Explore Phase Plan

Closing PREPARE means starting Explore with a clear agenda of workshops, deliverables, and acceptance criteria:

Full schedule of Fit-to-Standard workshops
Methods and tools for capturing requirements (e.g., SAP Signavio, Solution Manager, templates)
Change management and communication plan defined

5. Risks and Dependencies Formally Registered

Finally, all risks identified so far must be formally documented and mitigated:

External dependencies (customer infrastructure, master data, third-party contracts)
Training and knowledge curve challenges for the project team
Budget and availability constraints

Conclusion

Properly closing the PREPARE phase is more than a formal milestone — it ensures the project moves forward with agility, predictability, and a focus on success.

With structured governance, mobilized teams, available systems, a detailed plan, and documented risks, the journey into Explore becomes much more solid and reliable.

The result? A project ready to evolve with technology and deliver the business value expected from SAP S/4HANA Cloud Private Edition.

Link to the SAP Activate Roadmap related to this phase:
https://me.sap.com/roadmapviewer/group/658F507A-D6F5-4B78-9EE1-0300C5F1E40F/roadmapcontentpage/a11ec...

5 pontos essenciais para um bom fechamento da fase PREPARE em projetos SAP S/4HANA Cloud Private

2025-09-17T01:02:39.251000+02:00

Quando pensamos em metodologias ágeis e estruturadas, o SAP Activate se destaca como o guia que orienta cada etapa de um projeto de implementação SAP. E dentro desse ciclo, a fase PREPARE tem um papel fundamental: é o momento em que garantimos que toda a fundação esteja sólida antes de avançar para o Explore.

Um fechamento bem-feito da fase PREPARE pode significar a diferença entre um projeto ágil, sustentável e bem-governado — ou um projeto cheio de riscos que surgirão logo adiante.

O Roadmap da metodologia SAP Activate apresenta informações bem completas para apoio nesse momento. Mas caso precise de um guia para referência rápida, deixo abaixo os 5 pontos chave que devem ser considerados neste momento. Como mais referências, deixo ao final deste post o link para o Roadmap completo.

1. Confirmação da Estrutura de Governança

A fase PREPARE deve encerrar com uma governança clara e funcional:

Comitês definidos (Steering Committee, PMO, etc.)
Responsabilidades bem distribuídas entre cliente, integrador e SAP
Regras claras para escalonamento de riscos, problemas e mudanças

2. Mobilização Completa da Equipe

É essencial confirmar que todas as equipes-chave estão mobilizadas:

Time de projeto do cliente e do parceiro
Definição dos Key Users e SME’s
Confirmação de disponibilidade e papéis atribuídos

3. Ambientes Técnicos Disponíveis

No encerramento do PREPARE, deve-se assegurar que a paisagem técnica mínima esteja pronta:

Ambientes DEV, QAS e acessos configurados
Usuários habilitados para os Fit-to-Standard
Integrações prioritárias mapeadas

4. Plano Detalhado de Atividades do Explore

Fechar o PREPARE significa entrar no Explore já com uma agenda clara:

Cronograma dos workshops Fit-to-Standard
Métodos e ferramentas de captura de requisitos (ex.: Signavio, Solution Manager)
Plano de comunicação e gestão de mudanças

5. Riscos e Dependências Formalmente Registrados

Por fim, todos os riscos identificados até aqui devem estar registrados, categorizados e com planos de mitigação:

Dependências externas (infraestrutura, dados, contratos)
Desafios de capacitação da equipe
Restrições de orçamento e disponibilidade

Conclusão

Encerrar bem a fase PREPARE não é apenas um marco formal — é a garantia de que o projeto seguirá com agilidade, previsibilidade e foco no sucesso.

Com governança estruturada, equipe mobilizada, ambientes prontos, plano detalhado e riscos mapeados, a jornada rumo ao Explore se torna muito mais sólida e segura.

O resultado? Um projeto pronto para evoluir junto com a tecnologia e para entregar o valor de negócio esperado com o SAP S/4HANA Cloud Private Edition.

Link para o Roadmap SAP Activate relacionado a esta etapa:
https://me.sap.com/roadmapviewer/group/658F507A-D6F5-4B78-9EE1-0300C5F1E40F/roadmapcontentpage/a11ec...

5 pontos essenciais para o fechamento da fase EXPLORE em projetos SAP S/4HANA Cloud Private Edition

2025-09-24T00:41:17.411000+02:00

A fase EXPLORE da metodologia SAP Activate é o coração do projeto: é nela que os processos são validados com base no Fit-to-Standard e que os requisitos de negócio ganham forma dentro da solução.
Encerrar bem esta etapa é fundamental para avançar ao REALIZE com confiança, sem lacunas que possam comprometer o desenvolvimento, os testes e, no futuro, o Go-Live.

A seguir, compartilho os 5 pontos-chave que devem ser observados no fechamento da fase EXPLORE:

1. Conclusão dos Workshops Fit-to-Standard

Todos os workshops planejados devem estar concluídos, com documentação aprovada e feedback dos Key Users.

Processos confirmados e gaps documentados
Decisões de design registradas
Escopo validado junto às áreas de negócio

Sem isso, corre-se o risco de avançar para o REALIZE com requisitos ainda abertos.

2. Backlog de Requisitos Formalizado

Os requisitos adicionais identificados (extensões, integrações, relatórios, formulários) precisam estar registrados em backlog estruturado.

Itens priorizados (MoSCoW ou outro critério definido)
Histórias de usuário/documentação clara
Aprovação dos responsáveis de negócio

Isso garante visibilidade do que será entregue e do que pode ser postergado.

3. Estratégia de Dados Validada

O plano de dados deve estar claro e acordado entre cliente e integrador.

Definição de objetos de dados mestres e transacionais
Estratégia de limpeza, extração e carga (ETL)
Regras de qualidade e responsáveis definidos

Avançar sem clareza nesse ponto gera grandes riscos no REALIZE e no Deploy.

4. Plano de Testes Estruturado

Antes de encerrar o EXPLORE, deve haver um plano de testes robusto.

Estratégia de testes unitários, integrados e UAT
Identificação de cenários de negócio críticos
Papéis e responsabilidades definidos (quem testa o quê)

Assim, os testes no REALIZE fluem com mais organização e eficiência.

5. Riscos, Decisões e Governança Atualizados

Todos os riscos, dependências e decisões-chave discutidos no EXPLORE precisam estar formalmente registrados.

Riscos com planos de mitigação
Matriz de decisões e impactos documentados
Governança validada para seguir acompanhando no REALIZE

Essa visibilidade fortalece a confiança da liderança e reduz surpresas adiante.

Conclusão

Encerrar bem o EXPLORE significa ter: processos validados, backlog estruturado, dados planejados, testes organizados e governança atualizada.
Com esses pilares, o projeto entra no REALIZE com solidez, permitindo foco total na construção, testes e preparação para o Go-Live com muito mais previsibilidade e segurança.

O resultado? Um projeto mais ágil, sustentável e alinhado ao valor de negócio esperado com o SAP S/4HANA Cloud Private Edition.

Link para o Roadmap SAP Activate relacionado a esta etapa:

https://me.sap.com/roadmapviewer/group/658F507A-D6F5-4B78-9EE1-0300C5F1E40F/roadmapcontentpage/a11ec6d657054bf9:FA163EAF25B21EEB8FC47DE9E728A8DB

5 Essential Points for Successfully Closing EXPLORE in SAP S/4HANA Cloud Private Edition Projects

2025-09-24T00:51:33.390000+02:00

The EXPLORE phase in the SAP Activate methodology is the heart of the project: it is where business processes are validated through Fit-to-Standard workshops and where requirements take shape within the solution.

Closing this phase properly is critical to move into REALIZE with confidence, without gaps that could compromise build, testing, and ultimately the Go-Live.

1. Completion of Fit-to-Standard Workshops

All planned workshops must be completed, with documentation approved and feedback captured from Key Users.

End-to-end processes validated and confirmed
Identified gaps fully documented
Design decisions captured and signed off

Without this, the project risks moving into REALIZE with open requirements and unclear scope.

2. Requirements Backlog Formalized

All additional requirements (extensions, integrations, reports, forms) need to be consolidated into a structured backlog.

Prioritized items (using MoSCoW or similar prioritization criteria)
Clear user stories or requirement documentation
Approval from business stakeholders

This ensures transparency on what will be delivered now and what might be deferred.

3. Data Strategy Validated

The data approach must be clear and agreed upon between customer and implementation partner.

Scope of master and transactional data defined
Extraction, transformation, and load (ETL) strategy confirmed
Data quality rules and ownership assigned

Uncertainty here leads to major risks later in REALIZE and DEPLOY.

4. Test Strategy Established

Before closing EXPLORE, a solid test strategy should be in place.

Plan covering unit, integration, and user acceptance testing (UAT)
Identification of critical business scenarios
Clear ownership of who executes each testing activity

This sets the foundation for smooth and efficient testing during REALIZE.

5. Risks, Decisions, and Governance Updated

All risks, dependencies, and key decisions discussed during EXPLORE must be formally tracked.

Updated risk register with mitigation plans
Decision log maintained and approved
Governance structure validated for the next phase

Conclusion

Successfully closing EXPLORE means having: validated processes, a structured backlog, a defined data strategy, a solid test plan, and updated governance and risk management.
With these foundations, the project can enter REALIZE with stability and focus, enabling the team to dedicate full energy to build, testing, and preparation for Go-Live with confidence.

The result? A project that is more agile, sustainable, and aligned to business value with SAP S/4HANA Cloud Private Edition.

Link to the SAP Activate Roadmap related to this phase:

https://me.sap.com/roadmapviewer/group/658F507A-D6F5-4B78-9EE1-0300C5F1E40F/roadmapcontentpage/a11ec6d657054bf9:FA163EAF25B21EEB8FC47DE9E728A8DB

5 pontos essenciais para o fechamento da fase REALIZE em projetos SAP S/4HANA Cloud Private Edition

2025-10-01T09:48:54.709000+02:00

A fase REALIZE, dentro da metodologia SAP Activate, é o momento em que tudo o que foi definido até aqui ganha vida: configurações são implementadas, extensões desenvolvidas, integrações validadas e testes executados.
O bom fechamento desta fase garante que o projeto chegue ao DEPLOY de forma estável, com riscos controlados e stakeholders confiantes.

A seguir, compartilho os 5 pontos-chave que devem ser observados no encerramento do REALIZE:

1. Configurações e Extensões Concluídas

Todos os objetos de configuração e extensões (incluindo in-app e side-by-side) devem estar concluídos e documentados.

Escopo implementado de acordo com o backlog aprovado
Customizações testadas e validadas
Documentação funcional e técnica atualizada

Sem essa confirmação, o cutover e os testes finais ficam comprometidos.

2. Integrações Testadas e Estabilizadas

O REALIZE deve encerrar com as integrações já validadas.

Interfaces críticas funcionando de ponta a ponta
Conectividade e performance validadas
Monitoramento básico configurado

Isso reduz riscos de falhas sistêmicas no DEPLOY.

3. Testes de Negócio Concluídos (UAT)

Os User Acceptance Tests (UAT) são a validação final do negócio nesta fase.

Cenários críticos executados com aprovação formal dos Key Users
Defeitos críticos resolvidos ou com plano de correção definido
Evidências registradas para auditoria e governança

Avançar sem um UAT concluído gera insegurança na virada produtiva.

4. Estratégia e Execução de Migração de Dados

A fase REALIZE deve encerrar com a estratégia de dados já validada e ciclos de migração testados.

Mock loads realizados com taxas de sucesso aceitáveis
Regras de qualidade confirmadas
Responsáveis e janelas de execução do cutover definidos

Esse ponto é crítico: falhas de dados são um dos maiores riscos de um Go-Live.

5. Riscos, Governança e Plano de Cutover Formalizados

Por fim, deve-se garantir que a transição ao DEPLOY esteja estruturada.

Riscos atualizados no risk register
Plano de cutover documentado e aprovado
Governança pronta para tomada de decisão rápida na virada

Isso dá segurança para todos os stakeholders de que o projeto está pronto para a última etapa.

Conclusão

Encerrar bem o REALIZE significa ter: configurações concluídas, integrações testadas, UAT aprovado, dados validados e cutover planejado.
Com isso, o projeto segue para o DEPLOY com estabilidade, reduzindo riscos e garantindo confiança da liderança.

O resultado? Um Go-Live muito mais seguro e previsível, com o valor de negócio do SAP S/4HANA Cloud Private Edition pronto para ser entregue.

Link para o Roadmap SAP Activate relacionado a esta etapa:

https://me.sap.com/roadmapviewer/group/658F507A-D6F5-4B78-9EE1-0300C5F1E40F/roadmapcontentpage/a11ec6d657054bf9:FA163EAF25B21EEB8FC47DE9E728C8DB

5 Essential Points for Successfully Closing REALIZE in SAP S/4HANA Cloud Private Edition Projects

2025-10-01T09:57:22.174000+02:00

The REALIZE phase in the SAP Activate methodology is where everything defined so far comes to life: system configuration, extensions, integrations, data migration cycles, and business testing.

Closing this phase properly ensures the project enters DEPLOY in a stable, controlled way, with stakeholders confident in the Go-Live readiness.

1. Completed Configurations and Extensions

All system configurations and required extensions (in-app and side-by-side) must be finalized and documented.

Scope implemented according to the approved backlog
Custom developments tested and validated
Updated functional and technical documentation

Without this confirmation, the cutover and final tests become highly risky.

2. Stabilized and Tested Integrations

REALIZE should close with end-to-end integrations validated and running.

Critical interfaces tested with positive results
Connectivity and performance verified
Monitoring in place for key scenarios

This reduces the risk of systemic failures during DEPLOY.

3. Business Testing (UAT) Completed

The User Acceptance Tests (UAT) are the ultimate business validation in REALIZE.

Critical business scenarios executed with formal sign-off by Key Users
Critical defects resolved or mitigation plan in place
Test evidence documented for audit and governance purposes

Proceeding without UAT completion compromises confidence in the Go-Live.

4. Data Migration Strategy Executed and Validated

The REALIZE phase must close with a validated data migration strategy and tested mock loads.

Trial migration cycles executed with acceptable success rates
Data quality rules confirmed
Ownership and cutover windows defined

Data issues are among the highest risks during Go-Live; preparation here is critical.

5. Risk Register, Governance, and Cutover Plan Formalized

Finally, the project must ensure a structured transition into DEPLOY.

Risk register updated with mitigation strategies
Cutover plan documented and approved
Governance ready to support fast decision-making during cutover

Conclusion

Closing the REALIZE phase means having: completed configurations, stabilized integrations, approved UAT, validated data migration, and a formalized cutover plan.
With these elements in place, the project can confidently move into DEPLOY with reduced risks and increased trust from leadership.

The outcome? A Go-Live that is more predictable, stable, and aligned to business value with SAP S/4HANA Cloud Private Edition.

Link to the SAP Activate Roadmap related to this phase:

https://me.sap.com/roadmapviewer/group/658F507A-D6F5-4B78-9EE1-0300C5F1E40F/roadmapcontentpage/a11ec6d657054bf9:FA163EAF25B21EEB8FC47DE9E728C8DB

5 pontos essenciais para o fechamento da fase DEPLOY em projetos SAP S/4HANA Cloud Private Edition

2025-10-10T11:19:44.169000+02:00

A fase DEPLOY é o momento mais esperado de toda a jornada SAP Activate — é onde a solução finalmente entra em operação. Mas o sucesso dessa virada depende de um encerramento bem estruturado, capaz de garantir uma transição estável, usuários treinados e governança ativa para o período pós-Go-Live.

O fechamento dessa etapa não representa apenas o final do projeto, mas o início de uma nova fase: a adoção contínua e sustentável da solução SAP.

A seguir, compartilho os 5 pontos principais que devem ser observados no encerramento do DEPLOY:

1. Go-Live Executado e Estabilização Iniciada

O Go-Live deve ocorrer com acompanhamento próximo da equipe do projeto e foco total em estabilidade.

Transição planejada conforme o Cutover Plan
Suporte ativo nos primeiros dias de operação (Hypercare)
Monitoramento contínuo de incidentes e performance

Esse é o momento de transformar planejamento em resultados concretos.

2. Processos Operacionais Estabilizados

O sistema deve estar operando de forma estável e dentro dos padrões de negócio definidos.

Processos críticos testados em ambiente produtivo
Indicadores de performance acompanhados
Correções emergenciais tratadas e controladas

O objetivo aqui é confirmar que a operação está pronta para seguir sem dependência total da equipe de projeto.

3. Treinamento e Suporte ao Usuário Final

O sucesso do Go-Live também depende da adoção pelos usuários.

Treinamentos realizados e documentados
Materiais de apoio disponíveis (manuais, FAQs, tutoriais)
Canal de suporte ativo e responsivo

Sem capacitação adequada, até a melhor solução perde eficiência.

4. Encerramento Formal do Projeto

Todo projeto SAP deve ter um encerramento administrativo e técnico formal.

Lições aprendidas documentadas (Lessons Learned)
Aprovação do cliente e aceite formal (Project Closure)
Atualização do portfólio de riscos e entregáveis

Esse é o marco que confirma a conclusão bem-sucedida do projeto e libera as equipes para a fase de suporte contínuo.

5. Transição para Suporte e Operação Contínua

O handover entre o time de projeto e o time de sustentação é essencial para continuidade.

Processos, acessos e responsabilidades transferidos
Contratos e SLAs revisados e formalizados
Governança estabelecida para acompanhamento de incidentes e melhorias

Essa entrega garante que o sistema siga evoluindo com estabilidade e aderência ao conceito de Clean Core.

Conclusão

Encerrar bem a fase DEPLOY significa garantir que o Go-Live foi executado com sucesso, que os processos estão operando com estabilidade e que o cliente está preparado para a sustentação contínua.

Com transição estruturada, governança ativa e foco em adoção, o projeto consolida o valor entregue pelo SAP S/4HANA Cloud Private Edition, transformando implementação em resultados de negócio reais.

Link para o Roadmap SAP Activate relacionado a esta etapa:

https://me.sap.com/roadmapviewer/group/658F507A-D6F5-4B78-9EE1-0300C5F1E40F/roadmapcontentpage/a11ec6d657054bf9:FA163EAF25B21EEB8FC47DE9E728E8DB

5 Essential Points for Successfully Closing DEPLOY in SAP S/4HANA Cloud Private Edition Projects

2025-10-10T11:28:17.078000+02:00

The DEPLOY phase is the most anticipated moment in the SAP Activate methodology — it’s when the solution finally goes live and becomes part of the organization’s daily operations.
However, a successful Go-Live depends on a structured closure that ensures stability, user adoption, and active governance for the post-Go-Live phase.

Closing this stage marks not just the end of the project, but the beginning of a new journey: sustainable adoption and continuous value realization with SAP S/4HANA Cloud Private Edition.

1. Go-Live Executed and Stabilization Initiated

The Go-Live should be executed with close coordination and full attention from the project team.

Transition completed according to the approved Cutover Plan
Active support during the first days (Hypercare)
Continuous monitoring of incidents and performance metrics

This is where the project truly delivers on its planning and effort.

2. Operational Processes Stabilized

The production system must be running smoothly and aligned with defined business standards.

Critical business processes validated in the production environment
Performance indicators actively monitored
Emergency fixes managed under controlled governance

The goal here is to ensure operations can continue reliably without constant project team intervention.

3. End-User Training and Support

The success of a Go-Live depends largely on user adoption.

End-user training sessions delivered and recorded
Support materials available (manuals, FAQs, tutorials)
Help desk and communication channels active

Even the best-designed solution can fail if end users are not well prepared.

4. Formal Project Closure

Every SAP project should end with a formal technical and administrative closure.

Lessons Learned documented and shared
Customer approval and official project sign-off
Risk register and deliverables updated

This milestone confirms the successful completion of the project and transitions ownership to the support organization.

5. Transition to Ongoing Support and Continuous Operations

A structured handover between the project team and the support organization is essential for business continuity.

Processes, access, and responsibilities formally transferred
Contracts and SLAs reviewed and confirmed
Governance established for continuous monitoring and improvement

This handover ensures the system continues to evolve under the Clean Core principle — stable, adaptable, and ready for innovation.

Conclusion

Successfully closing the DEPLOY phase means ensuring a stable Go-Live, well-trained users, and a seamless transition to continuous operations.

With structured transition, active governance, and focus on adoption, the project consolidates its value delivery through SAP S/4HANA Cloud Private Edition, transforming implementation into sustainable business outcomes.

Link to the SAP Activate Roadmap related to this phase:

https://me.sap.com/roadmapviewer/group/658F507A-D6F5-4B78-9EE1-0300C5F1E40F/roadmapcontentpage/a11ec6d657054bf9:FA163EAF25B21EEB8FC47DE9E728E8DB

Maximising AI Potential: A Blueprint for Business Success

2025-12-01T13:11:19.101000+01:00

Introduction

In an era defined by rapid technological advancement, businesses face both significant challenges and valuable opportunities as they pursue digital transformation and integrate AI-driven solutions. As organisations work to maintain a competitive edge, AI’s impact on business strategy, customer experience, and operational efficiency has become increasingly pivotal.

As part of my recent doctoral studies in Digitalisation, specialising in Technology Adoption and AI Integration at IAE Nice, Graduate School of Management, Université Côte d’Azur, I explored this evolving landscape in depth through research focused on SAP customers. I am Happy to share the key findings through a series of insightful and practical articles, each offering guidance for both SAP customer leadership and SAP executives navigating the complexities of AI adoption and technology transformation.

Maximising AI Potential: A Blueprint for Business Success (THIS ARTICLE)
Roadblocks to AI Adoption
Is SAP Business Data Cloud the Answer to Your AI Ambitions?

In an era marked by rapid technological advancements, businesses face the dual challenge and opportunity of integrating AI-driven solutions. As organisations strive for competitive advantage, the role of AI in transforming business strategies, enhancing customer experiences, and driving operational efficiency cannot be overstated. This blog explores effective strategies for helping customers navigate the fast-changing AI world, drawing insights from my doctorate reproach aiming to develop a robust theoretical model and managerial blueprint for executive technology transformation and change management.

The Role of AI in Business

Over recent decades, AI has revolutionised how businesses operate, driving personalised marketing, strategic planning, and data-driven insights. Companies now rely on AI-driven chatbots for customer interaction, automated processes for operational efficiency, and data analytics for strategic decisions. The increasing digitization leads to the generation of vast amounts of data, making advanced digital technology indispensable for extracting value from this data. However, this shift also presents challenges, as many businesses struggle to adopt new technologies swiftly enough to remain competitive. Furthermore, technology vendors face the challenge of marketing their innovative solutions effectively and bridging the gap between innovation and adoption.

Key Factors for Successful AI Adoption

Key findings highlight the importance of strategic alignment, collaborative change management, cost considerations, customer experience, and vendor support in the successful adoption of AI technologies. Businesses must ensure AI solutions are in line with their strategic goals to add value and sustainability. Handling change effectively is crucial, involving stakeholders early and prioritising leadership support to cultivate an innovative culture. Financial implications are essential in decision-making, making it vital for organisations to perform detailed cost-benefit analyses to assure profitable returns on AI investments. Enhancing customer experience through AI-driven solutions with user-friendly and personalised interfaces can significantly boost business success. Finally, robust vendor support and training are necessary to facilitate a smooth transition and maximise the advantages of AI technologies, aligning with organisational needs and challenges.

Bridging the Gap: The Fast-Track Model

The Robust Technology Adoption and Contract Retention Model (Fast-Track) is a theoretical framework developed as part of my doctoral studies to provide insights into the multifaceted aspects of technology adoption and retention from both technology vendors' and users' perspectives. The model emphasises understanding and addressing barriers and enablers in three key categories: organisational, personal, and external.

Drawing on established theories like the Technology Acceptance Model (TAM), Diffusion of Innovations Theory, Task-Technology Fit, and the Unified Theory of Acceptance and Use of Technology (UTAUT), the model examines how organisational vision, planning, and stakeholder management influence successful technology adoption. Additionally, it considers strategic management theories such as Kaplan & Norton's Balanced Scorecard framework, which aligns technology strategies with business objectives. The Fast-Track model comprises two primary lifecycle outlines: the Technology Utilisation Lifecycle (for customers) and the Technology Deployment Lifecycle (for SAP/vendors). The former progresses through strategic vision setting, planning, implementation, continuous improvement, and renewal, ensuring technology aligns with evolving business needs. The latter involves market research, sales, implementation, and continuous support, highlighting the importance of understanding customer needs and maintaining engagement.

Furthermore, the model highlights the significance of external factors like industry standards, adoption costs, and vendor support in shaping technology deployment strategies. By addressing these factors, both vendors and users can enhance satisfaction, competitive advantage, and the lifecycle value of technology. Personal attitudes, user training, and change management are additional aspects considered vital in mitigating resistance and enhancing technology adoption. Integrating concepts from technology acceptance models, the framework details how perceived usefulness, ease of use, and associated personal and organisational barriers impact technology uptake and retention. In essence, the Fast-Track model provides a comprehensive strategic pathway for navigating technology adoption and contract retention complexities. It encourages continuous engagement, adaptation, and alignment of technology with organisational goals, thus facilitating successful integration and sustained competitive advantage.

Key Findings and Analyses:

My doctorate research delves into the multifaceted dynamics of technology adoption and contract retention among SAP and various user industries by studying 29 SAP Customers and their Partners across diverse sectors. Utilizing Lexical analysis with NVivo software, the research categorizes and quantifies essential terms, phrases, and themes from interview transcripts, providing a structured and numerical understanding of the content with an emphasis on explicit aspects such as words and visual elements. Key findings include the pivotal role of technology perception in adoption, where strategic alignment with company goals and operational enhancement is crucial, influenced by both internal and external factors like market competition and regulatory requirements. Effective technology adoption requires strategic planning, cost management, and user acceptance, while organizational and personal barriers such as resistance to change and fear of job loss need addressing through robust change management and leadership support. Externally, factors like industry norms and regulatory compliance shape adoption strategies. The cost of technology emerges as a critical determinant, with companies needing to consider both direct and ancillary expenses versus strategic benefits. Positive end-user experiences significantly influence IT contract renewals, with organizations valuing user satisfaction highly. Evaluating alternative vendors involves a detailed analysis of various metrics including solution capability and cost-effectiveness. The study proposes a Fast-TRACK model emphasizing strategic vision, comprehensive planning, and continuous improvement to navigate technology adoption and retention challenges effectively. Practical implications suggest that companies should adopt a holistic approach centered on strategic alignment and robust change management, with SAP urged to demonstrate the strategic value of their solutions and engage customer stakeholders early in the adoption phase to ensure technology implementations meet long-term goals and achieve higher satisfaction and retention rates.

Conclusion

This study explores technology adoption and contract retention using semi-structured interviews and NVivo's Lexical analysis, highlighting the importance of aligning technology with business needs, effective change management, cost considerations, and strategic implementation. Key themes include the influence of perception, organizational alignment, cost, complexity, ease of use, effective change management, and vendor support on technology adoption and retention. The research, set within a leading software corporation, provides valuable insights and validates findings with additional data. It introduces the Fast-Track model, emphasizing strategic considerations and practical implementations for leveraging technology for competitive advantage. The study also underscores the importance of understanding external barriers and enablers, such as cost, industrial norms, competition, and vendor support. The contributions of the research include extending the Balanced Scorecard approach to incorporate digital transformation, offering managerial recommendations, and providing a comprehensive framework (Fast-Track model) for navigating technology adoption and retention. Managerial recommendations include adopting a structured approach to technology integration, fostering a culture of continuous learning, and investing in robust knowledge management systems. Future research topics suggested include the impact of customer confusion on technology adoption, testing the FUTARE model across different regions and company sizes, and its effectiveness on upselling or expanding service contracts. The study provides valuable insights and practical recommendations for organizations aiming to enhance their technology adoption strategies and retain contracts effectively.

The Robust Technology Adoption and Contract Retention Model (Fast-Track) highlights the need for strategic alignment between technology vendors and users within organizational, personal, and external domains for successful technology adoption and retention. Vendors should deeply understand client structures to tailor technologies that integrate seamlessly into client workflows, enhancing operational effectiveness while maintaining compliance with industry regulations. Prospective clients must ensure these technologies align with strategic goals and existing systems. Proper training for users and insightful adjustment to external factors such as competitive trends are paramount. Broadly, managing the dynamics at the vision to planning phase involving pre-sales to sales within both organizational users and technology vendors is critical. This structured approach will help navigate through barriers and enablers, setting a solid base for adopting new technologies and retaining contracts effectively.

If you'd like to explore further, my full research article with reproach is available here. Please don't hesitate to contact me if you wish to discuss the research findings.

Find my Linked Profile: https://www.linkedin.com/in/mi4po/