Database Reference
In-Depth Information
Chapter 12
initiating the SAP Project
This chapter introduces the various issues that are prerequisites for initiating a SAP project. We
will discuss the organizational structure recommended for managing a SAP implementation proj-
ect. This chapter also details the constitution of the various committees and explains the vari-
ous supporting issues of training and resource management. In the later part of the chapter, it
addresses the various kinds of risks that are associated with a SAP project and presents measures
recommended by SAP to contain and even minimize their impact. The ground covered here
would be covered from the point of view of ASAP methodology in Chapter 13 as well. The objec-
tive of dealing the same issues from two different views was to illustrate the importance of adapt-
ing a repository-based integrated methodology like AcceleratedSAP.
12.1 SAP executive Sponsor
The executive sponsor should be the executive with the power to make decisions with respect to
processes, finances, and the project timeline. He or she should be a senior member of the organiza-
tion and represent the business groups of the company. The executive sponsor should also provide
resources/infrastructure support and report the project-related issues to the Managing Director
(MD) on a regular basis.
12.2 SAP Project executive Committee
Top management commitment is one of the key factors in a successful implementation of an
enterprise resource planning (ERP) system. Hence, it is important that the top management of
the company devote adequate time for planning and review of all the activities from the begin-
ning of the project until it is completed. For the success of the project, it is also important that
the commitment is visible to all the employees of the company and is exhibited through the direct
involvement and actions of the top management.
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