A roadmap has a strategic
character and demonstrates
the longterm program
direction for up to 5 years.
Status Quo
1
Overview of S/4 Projects
S/4 Transformation & digitization projects
arrived in reality. Even during COVID year 2020 many companies are making
plans to launch new projects or already started.
2
Readiness & Preparation
Most companies started readiness
assements or currently prepare analysis
activities. Many seeking the focus on
standardization & harmonization.
3
Multiple Scenarios
There is no clear opinion on
implementation scenarios. Most prefer the
direction of greenfield to refresh from past,
but respect the large and intensive change.
4
Project Method
Waterfall or Agile? CIOs intend to increase
usage of agile methods to get a quick MVP.
Many of them fail because of under value
integration in the usage of agile methods.
Status Quo
1
Overview of S/4 Projects
S/4 Transformation & digitization projects arrived in reality. Even during COVID year 2020 many companies are making plans to launch new projects or already started.
2
Readiness & Preparation
Most companies started readiness assements or currently prepare analysis activities. Many seeking the focus on standardization & harmonization.
3
Multiple Scenarios
There is no clear opinion on implementation scenarios. Most prefer the direction of greenfield to refresh from past, but respect the large and intensive change.
4
Project Method
Waterfall or Agile? CIOs intend to increase usage of agile methods to get a quick MVP. Many of them fail because of under value integration in the usage of agile methods.
How To Manage The Program
Why Projects Fail?
NO LEADERSHIP COMMITMENT
Missing commitment of TOP level to prioritize project and mission
UNCLEAR GOALS
No defined project goals based on deliverables agreed & communicated
NO CHANGE MANAGEMENT
No CM established for transparent communication & stakeholder analysis
POOR PROJECT PLANNING
Planning with unrealistic timelines and assumptions on high levels only
NO INDUSTRIALIZED METHOD
No industrialized method established and understood by all stakeholders
NO FACT BASED MANAGEMENT
No transparency with management by heart instead fact based management
NO FOCUS
Staff losing focus due to missing prio and parallel tasks in other projects
NO DISCIPLINE
Doing nice to have tasks instead of planned & agreed must do tasks
WRONG RESOURCES
Low performers not recognized or replaced too late
POLITICS
No progress due to ongoing political situations influencing the project
Project Organization
Planning Levels
The high level plan is based
on the roadmap and contains
the main phases, milestones
and gates of the program.
The mid level plan is based
on the high level plan and
shows the next periods in
an aggregated gantt view.
The detailed level plan is
based on the mid level plan
and contains the details of
tasks & related deliverables.
A roadmap has a strategic character and demonstrates the longterm program direction for up to 5 years.
The high level plan is based on the roadmap and contains the main phases, milestones and gates of the program.
The mid level plan is based on the high level plan and shows the next periods in an aggregated gantt view.
The detailed level plan is based on the mid level plan and contains the details of tasks & related deliverables.
Weekly Meetings
Scoping
Defined Tasks
Example
Each scoped process is concerned with the definition of all the work needed: definition of processes, deliverables, templates and tasks.
16
X30
=480
defined tasks
per process
scoped
processes
total
tasks
Example sub project FICO
Scoped processes : 30 Total Tasks : 480Summary Half Year Progress
The agreement on scoped items on detailed level is a promising idea, but a large project
hurdle as well. Planning due dates on that detailed level will make the project mountain visible.
Open Actions per Subproject
After scoping and planning tasks, sub
projects can focus on agreed deliveries.
Value of transparency
Control the Change
Detailed management enables the project control. In weekly status meetings it becomes transparent why and which action items are added, completed, changed or postponed.
Example Open Action Items
| SUBPROJECT | CW15 | CW16 | DELTA |
|---|---|---|---|
| FICO | 206 | 180 | -26 |
| LOG | 190 | 149 | -41 |
| PRD | 103 | 74 | -29 |
| PUR | 96 | 88 | -8 |
| SAL | 295 | 280 | -15 |
| Total | 890 | 837 | -53 |
Project Success Factors
1
Strategic Direction & Goals defined
Strategic differentiators & business
capabilities are identified and it is
defined which will be changed during
the transformation project.
2
Responsibilities & Roles defined
Project organization is defined. The
roles are aligned and agreed with HR.
Each project member is informed on
role and expectations.
3
Talents identified & onboarded
Staffed talents are capable to fit the
role. Talents are commited to support
the change and willing to work in the
new organization.
4
Focus, Discipline & Discipline, Focus
Transformation times are more
aggressive, often no breaks. Stick
to agreed tasks and focus on
deliverables in the current period.
Project Success Factors
Strategic direction
& goals defined
Strategic differentiators & business capabilities are identified and it is defined which will be changed during the transformation project.
responsibilities
& Roles defined
Project organization is defined. The roles are aligned and agreed with HR. Each project member is informed on role and expectations.
talents identified
& onboarded
Staffed talents are capable to fit the role. Talents are commited to support the change and willing to work in the new organization.
Focus, discipline
& discipline, Focus
Transformation times are more aggressive, often no breaks. Stick to agreed tasks and focus on deliverables in the current period.
Find Your Focus
STEEB MOUNTAIN
The ‚mountain‘ on tasks is steep and employees do not know where to start or what to do first.
WHAT TO DO - WHAT NOT
Detailed management is essential to understand what is priority for the week and more important - what not.
FINDING FOCUS
Projects do fail, because staff is loosing focus. Project managers must help and defuse parallel priorities.
Find Your Focus
STEEB MOUNTAIN
The ‚mountain‘ on tasks is steep and employees do not know where to start or what to do first.
WHAT TO DO - WHAT NOT
Detailed management is essential to understand what is priority for the week and more important - what not.
FINDING FOCUS
Projects do fail, because staff is loosing focus. Project managers must help and defuse parallel priorities.
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about what S/4 can offer.
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