Building and Maintaining Your Wall Prm2_03.1 Building and Maintaining Your Wall - Lesson Objectives To Help Participants Understand: The eight levers of scope The scope balancing act Methods to managing scope Scope tracking mechanisms Scope communication

Building and Maintaining Your Wall Prm2_03.2 The Eight Levers of Scope Process Scope SAP Functionality Scope Potential Technical Enhancements Scope Organisational Scope –Geography –Business units –Jobs Technical Infrastructure Scope Interface Scope Data Conversion Scope Reports and Forms Scope

Building and Maintaining Your Wall Prm2_ Process Scope “As Is” to “To Be” Defined at a level of detail that can be understood by all impacted by the project Defined early using process chain perspective versus functional perspective Changes throughout Analysis and Design stages

Building and Maintaining Your Wall Prm2_03.4 We support these in our system developments. (Companies, business units, etc.) [Org units/SAP module(s)] High level “whats” within function CI/BPT level 3 Cust. PO document, EDI order, no document ABC Company Customer sales to billing Sales, inventory management, distribution, billing Enter & process orders, track orders Receive order, check credit process order (Cross organisational boundaries) (“Flavor” of task) Process Chains Business Function Business Process Task Variant (not part of initial scope) Enterprise Organisational Scope Process Decomposition Pyramid

Building and Maintaining Your Wall Prm2_03.5 Module-level (MM, SD, FI, CO, etc.) is too high Start with at least a component-level scope (MM-PUR, MM- REQ, HR-TIM, SD-BIL, etc.) Once “To Be” tasks and variants are defined, map to SAP detailed menu paths and transactions to define SAP scope Define the functionality that is out of scope as early in the process as possible Constant refinement of SAP scope is needed when new releases of the software are encountered by the project team 2 SAP Functionality Scope

Building and Maintaining Your Wall Prm2_ Potential Technical Enhancements If it does not map to SAP, it is a gap in functionality Analyse those gaps that may require “bolt-ons” or modifications to the base SAP software Technical enhancements can include third-party software needs Technical enhancements need to be identified early - they can be projects on their own

Building and Maintaining Your Wall Prm2_ Organisational Scope Geographic impact - sites impacted, country issues (language, currency, regulatory, laws) Business units - internal organisational divisions - usually have duplicative functional support units Jobs - tasks are performed by jobs - who performs the process scope?

Building and Maintaining Your Wall Prm2_ Technical Infrastructure Scope Hardware needed to support new system environment (i.e., servers, PCs) System software needed for new system environment (i.e., operating system, database) Communications software needed for new system environment (i.e., LAN, WAN) Other supporting hardware and software needed Remaining legacy infrastructure

Building and Maintaining Your Wall Prm2_ Interface Scope Remaining legacy systems once new “System” is implemented are analysed Starts with high-level Management Overview Diagram Evolves into detailed program specifications for each interface program component Analyse volumes to determine if automated interface is required

Building and Maintaining Your Wall Prm2_03.10 Legacy systems replaced by new “System” to determine data conversion requirements Starts with definition of data conversion entities Evolves into detailed program specifications for each data conversion component Master records and open items are candidates for conversion Forget transaction history 7 Data Conversion Scope

Building and Maintaining Your Wall Prm2_ Reports and Forms Scope Gather management and analytical reports - assume SAP can support transactional reporting requirements Evolves to mapping of all existing reports to standard SAP reports, report writer and Information System reports, ABAP reports and other language-developed reports Modifications to standard SAP forms to support multiple formats can be costly.

Building and Maintaining Your Wall Prm2_03.12 RISK versus level of detail in scope definition RISK versus amount of time necessary to define a detailed project scope RISK versus defining a detailed “out of scope” document RISK versus defining scope early in detail RISK versus managing and communicating scope The Scope Balancing Act

Building and Maintaining Your Wall Prm2_03.13 Define scope in detail and communicate it to all levels of organisation Build scope management procedure and communicate it to all levels of the organisation Track all scope changes and do cost/benefit analysis of potential scope changes Don’t give anything away! Determine contractual impact Methods to Managing Scope

Building and Maintaining Your Wall Prm2_03.14 Use the business case to help you defend in/out scope issue resolution. Track issues proactively and communicate potential impact on scope. Publish and constantly update “in scope” and “out of scope” documents. Perform structured walk-throughs and obtain signatures. Document ALL potential scope changes. Maintain adequate change control documentation. Implement formal scope change procedures that require various levels of management approval. Methods to Managing Scope (Continued)

Building and Maintaining Your Wall Prm2_03.15 You can’t communicate scope enough. Determine levels of client project team structure that have the responsibility and authority to make scope changes. Communicate scope to everyone impacted by the project as a cornerstone of understanding of what the project includes and does not include. Scope communication is on-going... When it changes, everyone should know. Contract impact usually requires steering committee approval... Let them know early. Communication means NO SURPRISES! Communicating Scope