Thanks to our standardized and automated approach with the SAP S/4HANA Transformation Factory, we have been able to successfully implement many customer projects and have gained new and valuable experience through each one. In this blog post, we show you our top 5 learnings that can be applied to many SAP S/4HANA projects.
Learning 1: Uniform expectation management
At the start of every SAP S/4HANA project, the focus should be on expectations management, which must be defined right at the beginning. It is important to clarify who has which obligations to cooperate and provide which services in the project - both on the part of the implementation partners and on the customer side. The partner normally has a clear set of tasks in every transformation project, regardless of the approach. It is important to make this as transparent as possible for the customer so that their obligations to cooperate are clear.
This also applies to the implementation of a selective transformation approach. In collaboration with SNP, the BLUEFIELD™ approach involves clearly assignable tasks for all participants. An initial joint project kick-off is therefore essential, during which all topics and activities are discussed and assigned. During this kick-off, the expectations are queried and adjusted if necessary. In this way, everyone has the same prerequisites for the project and delays can be avoided. Within this approach, SNP takes care of the transition or migration of the data from the old to the new data model; however, the customer determines the transformation rules or regulations in cooperation with us as the implementation partner.
Another part of expectation management is proper resource management, as this relates to all project phases and also influences the success of the project. A core team should be defined right at the start, both on the part of the implementation partner and the customer. This clarifies from the outset who is needed and where adjustments may need to be made afterwards. Over time, we have learned how important it is to have a proven core team that has already worked on other transformation projects and has the relevant methods, experience and technical knowledge in the respective area.
Learning 2: Realistic project planning
Projects often don't go strictly according to plan, making it even more important to include strategic buffers in the initial planning and avoid tight budgeting. This can reduce the risk of planning errors, optimize the project structure and react appropriately to deviations. A high level of transparency should also be created for the complex system integrations in order to check whether the project is running smoothly.
However, the question is also whether such a transition project can always run smoothly. Our experience shows that it tends to be no - because it is a complex project, whether from a technical or functional perspective. With the BLUEFIELD™ approach, a lot changes and the system is technologically reorganized, as a completely new ERP software is ultimately implemented. The user interface is also modified in some places for the customer, which can lead to a major technology change and its use by the specialist departments.
How smoothly the project runs also depends on how the system has been maintained by the customer up to that point. If the customer is using older releases and has therefore carried out fewer updates or upgrades in the past, or if the system has not been continuously maintained, it may not be as technologically consistent as expected. This tends to lead to more frequent challenges in the course of the project. In this case, the customers are also not yet familiar with the topic and have not yet been trained for the new system.
So often not everything goes according to plan. But should you let this put you off? Clearly no! An open and transparent communication between the implementation partner and the customer regarding the project approach as well as specific milestones and any problems that arise is important. It is also essential to recognize and communicate deviations from the actual project process at an early stage and to implement appropriate risk management: Where are risks in the project? Does intervention need to be made at any point? What are the consequences? This is the only way to take timely action and ensure the overall success of the project. We have also experienced this in many of our projects.
Learning 3: Comprehensive test management
Another very important topic is test management. It is crucial that a clean test procedure is set up that allows sufficient time for execution. Several test migrations may be necessary: Firstly, because it involves the transformation of an existing system, and secondly, because various challenges may arise during the course of the project, such as errors of a technical nature, gaps in the data or problem messages in the process flows. Extensive testing is the only way to ensure that as many errors as possible are identified and eliminated before the go-live or a go-live simulation.
Ideally, the issue is also clarified right at the start of the project and appropriate time windows are scheduled. From a technical perspective, the implementation partner can test everything possible in terms of performance and system. Everything else must be done by the customer: Testing is carried out by the users or specialist departments in order to evaluate the quality and accuracy of the data as well as the system behavior. However, there are also opportunities for implementation partners to support the customer with test management and the creation of test plans using various tools or software, such as the Solution Manager. This can be particularly helpful for large customers, as there are often several test phases.
However, the most important point remains: Without testing by the customer themselves, it is difficult to carry out a successful transformation.
Learning 4: Change Management for the success of the project
The next learning from our practical experience is the importance of change management - regardless of which transformation approach is chosen.
The customer receives a new ERP system, license model or deployment model, which in most cases also entails a new user interface. This means that it makes sense to pick up the customer as early as possible and actively involve them in order to familiarize them with innovations and changes as quickly as possible. After all, picking up the organization early on is highly relevant! In concrete terms, this means that everyone in the company is informed about what is coming and what changes employees need to be prepared for. This factor also influences the success of the project.
The customer or organization must be advised holistically so that it is clear what changes they will be facing. This alleviates important stakeholders' concerns about taking an active role in the project, allowing them to better understand the system and use it effectively right after the go-live.
We therefore explicitly address the topic of change management in all our projects - both in the greenfield approach, where it naturally plays a very important role, and in the brownfield or selective approach, as the customer is also entering a new environment and benefits from methodological and organizational support. The same applies here: Communicate transparently and openly early on in the project in order to brief everyone in time for the go-live.
Learning 5: Successful go-live - and then? An outlook for the future
The go-live has been successfully completed and the transformation project is a success - so what happens next?
After the transformation, the customer has a new system that is more modern and intuitive to use in daily business, but it still may raise some questions. It may also be the case that customers want to optimize, harmonize or standardize their processes in a regulated manner afterwards. They may need further support, for example because they are affected by a lack of resources or lack the relevant expertise.
As an implementation partner, we gain valuable insights into the company's systems during transformation projects, allowing us to use the know-how we have acquired in a targeted manner in future projects. In addition to the new actual state, the entire history of the system is known, which provides a suitable basis for identifying further optimization potential. A number of questions may arise: Which processes can be simplified? Where can new processes be mapped that may have always been missing? Which processes can be returned to the standard?
No matter what happens in the future, it is important to continue to benefit from the support of a reliable partner, especially after the go-live, as certain added values can only be achieved after a project. So even after a project has been completed for the time being, we are always at our customers' side to exploit the full potential of the new software and to simplify and improve processes.
Conclusion
In addition to other empirical values from numerous customer projects, uniform expectation management, realistic project planning, comprehensive test management, a well thought out change management and holistic support, even after the project has gone live, are important aspects that should not be neglected from kick-off to go-live. Transformation projects are usually complex and time-consuming, so it is in everyone's interest to ensure that planning and implementation run as smoothly as possible. The points mentioned above can make a positive contribution to making the added value of the project clearer to customers. However, it is also important to deal with errors and difficulties in the project appropriately, to recognize them early on, make them transparent and resolve them quickly. A successful SAP S/4HANA transformation project is characterized by the fact that (unpredictable) hurdles are tackled by the team in a solution-oriented manner.
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