Database Reference
In-Depth Information
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Loading all relevant and up-to-date data into the new system
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Switching directly to the new system without the full parallel runs phase
The risks associated with the requirements capture and requirements analysis are no different than
those with the traditional projects. Especially for future enterprises of the millennium, it is impor-
tant to have shorter timelines for the project implementations.
A company implementing SAP can adopt several strategies for minimizing the risks inherent
in the project. The most important one is to do away with the requirement analysis phase but at the
same time implement functionality that represents the optimal practices for the processes that are
critical to business. This is effectively achieved by adopting SAP's recommended best-of-business
practices that come bundled along with the system.
12.10.1 Selecting the Most Critical Processes
A company should evaluate and select the processes that are critical to its business and focus on
implementing them effectively to add maximum value for optimal effort.
12.10.2 Implementing Best-of-Business Processes
Traditionally, SAP has been known to incorporate a library of 800 of the best-of-business pro-
cesses derived from companies throughout the world. The success of SAP in providing compre-
hensive functionality within a shorter time frame compared with traditional implementations is
based on the strategy of leveraging the commonality that is found in similar processes prevalent
in companies within an industry.
Reusability has been a powerful concept in enhancing productivity and the quality of deliv-
ered software in the areas of traditional software development. SAP, in particular, extends this
concept of reusability to the design of mission-critical systems. It packages such universal com-
monalties of functionality for rapid and successful implementations.
Before adding reusability to the library of the best-of-business processes, however, the com-
pany should document, rationalize, and standardize the company's select group of processes that
are to be implemented using SAP.
12.10.2.1 Documentation of Processes
Documenting the various business processes permits the true comprehension of the characteristic
structure and dynamics of the business environment within a company. This involves record-
ing various details on the business processes like name, purpose, responsible function, process
description (including inputs and outputs), and subprocesses. This also includes interfaces with
other functions and systems, exceptional conditions, areas for improvement, and impact analysis
of suggested scenarios.
12.10.2.2 Rationalization of Processes
Many of the systems and procedures adopted by traditional systems were influenced by the archi-
tecture of the systems themselves. For instance, these earlier systems were designed to be used by
IT-literate personnel managed and supported by a centralized IT function. In contrast, because of
the end-user orientation of ERP packages like SAP as well as the online availability of data on all
