In all the years I have been involved with SAP, I have often puzzled about what creates a quality project rather than some of the horrors they call SAP projects. I have seen a few go really well, a few not so much, but most were mediocre. I have often asked myself “Why? What makes the difference between a good project and one that is nothing short of a mess?”
One key item that stands out is project management. Even with the most talented and dedicated resources, bad project management can ruin an otherwise great SAP project.
Before I get into this, let me define what I consider a good project. A good project is one where the team has a lot to do, but the stress level is not intense. The timeline may be tight, but it is achievable (maybe a little bit of a stretch). The project is delivered on time, on budget, within scope, and high quality. In other words, the project creates a fairly smooth transition without a chaotic go-live.
Methodology Considerations for a Good SAP Project or SAP Program
The list below is from a synthesis of materials from SAP’s ASAP methodology, the PMI (Project Management Institute), and my personal experience over the years. Much of this is contained in the SAP ASAP methodology in one form or another, so you really have to wonder what any consultant is following if they claim to use it and but lack those items. In fact, the ASAP Methodology version 7.1 includes a project start-up checklist to ensure key components are addressed.
Unlike several years ago when contract project managers had to rely on experience alone, the SAP ASAP Methodology is well-proven and mature today.
A well-managed SAP project has several key characteristics, which include the following:
Early SAP Project or Program Management Activities (Before the Overall SAP Project is Fully Underway)
- Success criteria is defined and communicated for the project.
- The key roles, responsibilities, and tasks that each project participant group performs are among the first success criteria defined.
- A clear, definitive project plan with WBS elements, networks, and activities is planned for every major workstream throughout the entire timeline.
- The project defines a clear list of deliverables, milestones, templates, and instructions on their usage.
- Deliverables are clearly tied to project value rather than useless administrative exercises (value added activities) (see SAP System Vendor Project Success Criteria & Factors 1 scroll down to Sections 8 and 9).
- Scope, time, issues, risk, cost, communication, and integration management plans, together with additional key components are defined.
- Various standards for the project are defined and documented, including but not limited to business process, development, configuration, enhancement, transport management, testing, etc.
If you are using outside contract project management resources, and if these items are not substantially in place by the time you start your project, you will likely have your timeline and budget destroyed. Along with the blown schedule and budget, your project will also be a pressure cooker filled with stress, anxiety, and frustration. You will also observe these problems when an SAP project manager or SAP program manager is not qualified. The chaos, tension, stress, and confusion caused by their inability to coordinate the many moving parts of the project are a direct result of their lack of experience and ability.
I don’t blame client project managers, because if they had all of the resources, they would not need outside help and guidance.
Conclusion on Effective SAP Project or Program Management Practices
You are headed for a project disaster if a contract SAP project manager or SAP program manager fails to ensure the following items are in place early in the project:
- responsibilities by group and role,
- deliverables,
- templates,
- forward-looking expectations,
- coordination among all project groups,
- etc.
I have only ever been on a few projects when the SAP project manager or SAP program manager failed to produce a properly detailed project plan. Every one of those projects had one thing in common: They were stressful, difficult, and more costly and time-consuming than necessary. They not only failed to deliver a quality project plan, but also lacked proper deliverables, proper roles and responsibilities, etc. If this happens to you, fire those contractors. You are being bled dry and headed for a budget and timeline disaster.
For more detail on what happens when you have bad contract SAP project managers or SAP program managers, see the post Some Reasons SAP Projects are Over Budget and Over Time.
