Asap

ASAP91 SAP Implementation
ASAP91
R/3 System Release 46B 24.12.2001
Page 1 of 296
ASAP91 SAP Implementation
ASAP91
SAP Implementation
SAP AG 1999
R/3 System
Release 4.6B
February 2000
Material nr.: 50036747
Page 2 of 296
Copyright
Copyright 2000 SAP AG. All rights reserved.

Neither this training manual nor any part thereof may
be copied or reproduced in any form or by any means,
or translated into another language, without the prior
consent of SAP AG. The information contained in this
document is subject to change and supplement without prior
notice.
All rights reserved.
SAP AG 1999
Trademarks:
Microsoft , Windows , NT , PowerPoint , WinWord , Excel , Project , SQL-Server ,
Multimedia Viewer , Video for Windows , Internet Explorer , NetShow , and HTML Help
are registered trademarks of Microsoft Corporation.
Lotus ScreenCam is a registered trademark of Lotus Development Corporation.
Vivo and VivoActive are registered trademarks of RealNetworks, Inc.
ARIS Toolset is a registered Trademark of IDS Prof. Scheer GmbH, Saarbrcken
Adobe and Acrobat are registered trademarks of Adobe Systems Inc.
TouchSend Index is a registered trademark of TouchSend Corporation.
Visio is a registered trademark of Visio Corporation.
IBM , OS/2 , DB2/6000 and AIX are a registered trademark of IBM Corporation.
Indeo is a registered trademark of Intel Corporation.
Netscape Navigator , and Netscape Communicator are registered trademarks of Netscape
Communications, Inc.
OSF/Motif is a registered trademark of Open Software Foundation.
ORACLE is a registered trademark of ORACLE Corporation, California, USA.
INFORMIX -OnLine for SAP is a registered trademark of Informix Software Incorporated.
UNIX and X/Open are registered trademarks of SCO Santa Cruz Operation.
ADABAS is a registered trademark of Software AG
The following are trademarks or registered trademarks of SAP AG; ABAP, InterSAP, RIVA, R/2,
R/3, R/3 Retail, SAP (Word), SAPaccess, SAPfile, SAPfind, SAPmail, SAPoffice, SAPscript,
SAPtime, SAPtronic, SAP-EDI, SAP EarlyWatch, SAP ArchiveLink, SAP Business Workflow, and
ALE/WEB. The SAP logo and all other SAP products, services, logos, or brand names included
herein are also trademarks or registered trademarks of SAP AG.
Other products, services, logos, or brand names included herein are trademarks or registered
trademarks of their respective owners.
Page 3 of 296
ASAP Curriculum
Level 3
Level 2
ASAP92
Tools in Detail
2 Days
ASAP91
SAP
Implementation
3 Days
ASAP93
Global
Implementations
2 Days
ASAP90
Project Mgt
& Leadership
3 Days
ASAP95
Managing
Organizational
Change
2 Days
Required prerequisite
Strongly recommended
SAP AG 1999
The SAP training curriculum is structured with 3 levels of course to provide awareness (level 1),
readiness (level 2) and proficiency (level 3) respectively. The ASAP curriculum comprises the 5
courses above. The level 2 courses provide the overview, with the level 3 courses providing a more
detailed coverage firstly of the basic ASAP tools (ASAP92), and then of the specific areas of: global
implementations; and managing the organizational change as a result of an SAP implementation.
ASAP91 is the basic AcceleratedSAP course and is the foundation for learning ASAP. It is a
prerequisite for ASAP90, ASAP92, as well as ASAP93. Although not required, it is also a strongly
recommended preparation for ASAP95.
Page 4 of 296
Course Prerequisites
z Basic knowledge of The R/3 System

z SAP R/3 Overview
SAP AG 1999
Page 5 of 296
Target Group
z Audience:
Project Managers, Project Team Leaders,

Project Team Members
z Duration: 3 days
SAP AG 1999
Page 6 of 296
Course Overview
Contents:
z Overall Course Goals
z Course Objectives
z Table of Contents
SAP AG 1999
(C) SAP AG
ASAP91
1-1
Page 7 of 296
Overall Course Goals
This course provides an understanding of the

composition and function of the SAP standard
implementation approach
SAP AG 1999
(C) SAP AG
ASAP91
1-2
Page 8 of 296
Course Objectives
At the conclusion of the course, you will be able to:

z Explain how the AcceleratedSAP Roadmap is used
to facilitate each successive phase of the SAP
implementation itself, as well as the Continuous
Improvement process thereafter
z Provide a review of the AcceleratedSAP tools and
major accelerators and how they work in the context
of the Roadmap
z Navigate the AcceleratedSAP Implementation
Assistant to follow the flow of documentation
through all phases of the SAP Implementation
Project and the continuous change process
thereafter
SAP AG 1999
(C) SAP AG
ASAP91
1-3
Page 9 of 296
Contents
Preface
Unit 1 Course Overview
Unit 2 ASAP Overview
Unit 3 Implementation Roadmap
Unit 4 Continuous Improvement
Unit 5 ASAP Related
Appendices
SAP AG 1999
This course is structured to follow the AcceleratedSAP Roadmap. The Roadmap is the
AcceleratedSAP methodology of both SAP Implementation and the continuous improvement
thereafter.
The ASAP Overview unit introduces the AcceleratedSAP concept, Roadmap methodology included,
and its constituent tools and accelerators. The Implementation and Continuous Improvement units
then address each of the AcceleratedSAP Roadmap phases in turn to overview the roles and
responsibilities, what needs to be done, and how this is supported by the tools and accelerators. The
final unit (ASAP Related) overviews forthcoming developments in the ASAP methodology and
tools.
(C) SAP AG
ASAP91
1-4
Page 10 of 296
ASAP Overview
Contents:
ASAP Defined
Tools Available in ASAP
SAP AG 1999
(C) SAP AG
ASAP91
2-1
Page 11 of 296
ASAP Overview: Unit Objectives
Upon completion of this unit, you will able to:

Identify ASAPs role, main components, major
content, key deliverables, and pre conditions for
effective utilization
Outline the purpose and functions of the major
tools used in ASAP
SAP AG 1999
(C) SAP AG
ASAP91
2-2
Page 12 of 296
ASAP Overview: Topics
ASAP Overview
ASAP Defined
Tools Available
in ASAP
Legend:
Unit
Unit
Topic
Topic
SAP AG 1999
(C) SAP AG
ASAP91
2-3
Page 13 of 296
ASAP Defined: Objectives
Upon completion of this topic, you will be able to:

Identify ASAPs purpose, and its role in TeamSAP
Describe the 3 integrated components of ASAP
Distinguish between the Implementation Assistant
& ASAP in R/3
Explain the need for flexibility in presenting the
content of the ASAP Roadmap
State the preconditions critical for an effective
ASAP project implementation
Identify the major content and key deliverables of
each of an ASAP implementation projects phases
SAP AG 1999
(C) SAP AG
ASAP91
2-4
Page 14 of 296
AcceleratedSAP Purpose
Build on the strength of R/3 and SAP Products:

great depth and breath of functionality
configurability and flexibility (versus the need for coding)
strong integration
Define scope and requirements quickly and stick to them

Deliver on time, on budget with assured quality
Deal with the Soft Factors
management commitment
project management
organizational change management
integration of all internal and external players
SAP AG 1999
(C) SAP AG
ASAP91
2-5
Page 15 of 296
TeamSAP Components
People:
TeamSAP
Solutions expertise
Quality
Processes:
le
Pe
op
es
ss
ce
Pro
SAP
Consulting partners
Complementary
software partners
Technology &
hardware partners
AcceleratedSAP
Consistency
Products
AcceleratedSAP Roadmaps or
powered by methodologies
SAP Review Program
Support, services
& education
Products:
The Business Framework
Strength
R/3 product family
Complementary software products
Technology partner products
Industry solutions
SAP AG 1999
TeamSAP represents a total organizational commitment by SAP and partners to the overall success
of customers by helping them define the right business solution, by providing assistance during
implementation and by guiding them as their business changes.
TeamSAP projects have the following standards to assist in the success of customers:
TeamSAP Coach - single point of contact for customer, providing fast answers to any questions.
ASAP or powered-by* implementation methodologies - ASAP is a clearly defined
implementation strategy that ensures customers a quick and predictable implementation, regardless
of size or complexity of environment.
* Powered-by implementation methodologies are SAP Partner methodologies incorporated into
the ASAP methodology.
Managed by SAP or TeamSAP Partner - the TeamSAP Partner certification program represents
the commitment between SAP and its partners to work together for the overall benefit of the
customer.
Quality Assurance Check - this program allows SAP to proactively measure how the project is
progressing, how well the implementation methodology is being followed, to verify performance
and to make sure customers are getting the solution presented in the software selection process.
Steering Committee Representation - SAP representation on the customer's project steering
committee will help provide strategic direction to the customer's implementation and for future
business changes.
(C) SAP AG
ASAP91
2-6
Page 16 of 296
AcceleratedSAP - SAPs Full Life-Cycle Solution
ASAP Roadmap
Project
Preparation
Business
Blueprint
Continuous
Realization
Final Preparation
Improvement
Go Live &
Support
Methodology
Project
Management
ProjectRelated
Knowledge
Organizational
Change
Management
Q&Adb
ASAP
ASAP
Tools
Implementation
Guide
Profile Generator
Risk Analysis
Services
Review
Implementation
Assistant
Transport System
Training,
Training, Licensing
Licensing Training
Training Material
Material
(Knowledge
(Knowledge Warehouse),
Warehouse), Support,
Support, Project
Project Reviews
Reviews
SAP AG 1999
AcceleratedSAP (ASAP) is the implementation solution provided by SAP. ASAP integrates several
components that work in conjunction to support the rapid and efficient implementation of the SAPs
R/3 System, Industry Solutions and New Dimension products. The components that make up ASAP
are :
Methodology - The ASAP Roadmap defines the phases of the implementation process and
supports these with a comprehensive project plan. The project plan comprises MS Project
templates providing complete work breakdown structures and resource assignments.
Tools - The ASAP process is supported by a comprehensive set of both PC-based and R/3-resident
tools.
Service - Hotline, Consulting, Training, Project Reviews, SAPNet
Project related Knowledge like Project Management, Change Management, Risk Analysis and
Review Programs.
(C) SAP AG
ASAP91
2-7
Page 17 of 296
ASAP Supports Continuous Improvement
Continuous Improvement
New Business
Requirements
Market Technology
Changes
New R/3
Functionality
ASAP Implementation
1
r
pa
re
tP
ec
oj
Pr
n
io
at
SAP AG 1999
Bu
si
ne
ss
Re
al
iza
t io
n
B
lu
ep
r in
t
Go
Liv
e&
Fin
Su
al
pp
Pr
ep
or
t
ara
tio
n
Change is an integral part of the business environment today. SAP supports and embraces the
process of continuous improvement as new SAP functionality becomes available, as market
technology changes and as new business requirements are defined.
(C) SAP AG
ASAP91
2-8
Page 18 of 296
The Roadmap (ASAP methodology)
R/3
APO
Business-to-Business Procurement
CRM
BW
Continuous
Improvement
Project
Preparation
Business
Blueprint
Realization
Final Preparation
Go Live &
Support
A new Implementation Assistant debuts in 4.6a:

Provides the flexible means to present roadmap content based on an evergrowing variety of implementation projects
Works to create a project-specific roadmap based on structured questions
answered in the project set-up wizard
Creates a foundation for future integration of the above existing ASAP
roadmaps into one "configurable one
SAP AG 1999
The demand is for a flexible means to present Roadmap content (ASAP methodology) based on an
ever-growing variety of implementation projects.
The new Implementation Assistant, which makes its debut with the 4.6a release, provides a
foundation for the future integration of all existing ASAP Roadmaps into one "configurable" one. It
is based on the R/3, BW (Business Information Warehouse), APO (Advanced Planner & Optimizer),
CRM (Customer Relationship Management encompassing Mobile Sales/Mobile Services), and Bus
to Bus Procure (Business to Business Procurement) products to provide a single Implementation
Solution within ASAP for all of SAPs product offerings.
The Industry Business Solutions (combinations of products or product components that meet the
needs of specific industries) aimed at the Small-Medium Business (SMB) will also have industry
specific accelerators and preconfigured systems tailored for their implementations. These
Accelerated Solutions will also have their own, specific roadmap to help minimize the tailoring of
ASAP for those organizations.
(C) SAP AG
ASAP91
2-9
Page 19 of 296
Critical Success Factors
Clearly defined and stable project scope

Only reference based reengineering
Implementation uses standard R/3 functions
Adaptable Organization
Defined Business Direction
Best People =
Best Results
Whole company committed to using the ASAP Methodology

and the R/3 Business Processes:
Committed management (steering committee) and fast
decision-making
Committed, empowered project team, competent, well-trained
users and decision-makers
SAP AG 1999
The project manager of an ASAP implementation must facilitate communication between team
members while directing and controlling the project.
Building a diversified team that complements the strengths of each member is very important. In
addition, the project manager should foster an environment that promotes the team to function as a
cohesive unit.
Reference based reengineering - use of SAP as the reference to conduct reengineering of the
business (adjustment/redesign/realignment of the customers own business processes and practices),
and not vice versa.
(C) SAP AG
ASAP91
2-10
Page 20 of 296
Defining the Points on the ASAP Roadmap
Initial Project Planning

Project Procedures
Training
Project Kickoff
Technical Requirements
Quality Check
Project Management
Organizational Change Management
Training
Baseline Configuration and Confirmation
System Management
Final Configuration and Confirmation
Develop Programs, Interfaces etc.
Final Integration Test
Quality Check
Production Support
Project End
Continuous
Project
Preparation
Business Realization
Blueprint
Project Management
Training
Develop System Environment
Organizational Structure Definition
Business Process Analysis
Business Process Defintion
Quality Check
Improvement
Final
Preparation Go Live &
Support
Project Management
Training
System Management
Detailed Project Planning
Cutover
Quality Check
SAP AG 1999
Phase 1: Project Preparation - Provides initial planning and preparation for your R/3 project.
Phase 2: Business Blueprint - In this phase, you create the Business Blueprint, which is detailed
documentation of the results gathered during requirements workshops. Furthermore, the Business
Blueprint serves to document the business process requirements of the company. On this basis, you
will achieve a common understanding of how the company intends to run their business within the
R/3 System.
Phase 3: Realization - In this phase, you implement all the business and process requirements based
on the Business Blueprint. You configure the system step by step in two work packages, Baseline
and Final configuration.
Phase 4: Final Preparation - In this phase, you complete testing, end user training, system
management and cutover activities to finalize your readiness to go live. Furthermore, the Final
Preparation phase serves to resolve all critical open issues. Upon successful completion of this phase,
you will be ready to run your business in your live R/3 System.
Phase 5: Go Live and Support - Transition from a project-oriented, pre-production environment to
successful and live production operation.
Continuous Improvement - Provide on-going support and assistance for post go-live. It covers
solutions for those activities which are standard in a productive environment: Business changes;
technology changes; or changes in the user community.
(C) SAP AG
ASAP91
2-11
Page 21 of 296
Key ASAP Deliverables
1
Project
Charter
Q&Adb
4 Master Lists
Structures:
Project
Plan
Business Strategy
Organization
General Settings
Master Data
Business Process
Cross Application
Development
Scope
Project
Team
Org.
Excel Spreadsheets for

Development, Organization,
Business Processes and
Authorizations
BPP
Develp.
Programs
Testing
Plan
Business
Blueprint
Unit Testing
Test Scenario
Integration
Word Documents
Stress
Test
Volume
Test
System
Performance
Review
Cut Over
Plan
Config.
Plan
Std. &
Proced
Technical
Operations
Manual
EU
Training
Material
Deliver
End User
Training
SAP AG 1999
Phase 1 - Project Preparation - Change Charter - Goals, objectives of org change management
Project Plan - This is a first cut focusing on milestones and Work Packages. Details to come.
Scope - Sets the initial definition of the project; input from sales cycle.
Project Team Organization - Sets the who of the project. Standards & Procedures - Sets the why and
how of the project.
Phase 2 - Business Blueprint - Reqs reviewed for each SAP Reference Structure & defined using CI
Templates (use Q&Adb). Business Blueprint - This is the output of the Q&Adb and is the key
document in Phase 3.
Phase 3 - Realization - Master Lists - Define business scenarios and R/3 transactions to be realized in
the system. BPP - Bus Process Procedures representing R/3 transactions; used for unit testing &
documentation. Planning - Defines how the configuration will be done and how it will be tested.
Development Programs - Provides details of the external programming requirements. EU Training
Material - End User training material and process documentation.
Phase 4 - Final Preparation
Stress & Volume Tests - Plans for confirming the production hardwares capabilities.
Cut Over Plan - The details of how to move to the production environment and go live.
EU Training - Delivery of the necessary levels of R/3 training prior to going live
Phase 5 - Go Live & Support: Ensuring system performance through SAP monitoring and feedback.
(C) SAP AG
ASAP91
2-12
Page 22 of 296
ASAP Overview: Topics
ASAP
ASAPOverview
Overview
ASAP Defined
Tools Available
in ASAP
Legend:
Unit
Unit
Topic
Topic
SAP AG 1999
(C) SAP AG
ASAP91
2-13
Page 23 of 296
Tools Available in ASAP: Objectives

Explain the purpose of User Profiles, and demonstrate
how to create them
Explain and demonstrate what the Implementation
Assistant is and how its contents are organized and
used
Distinguish the purpose and functions of the: SAP
Reference Structure; Reference IMG; and Project IMG
Overview the purpose and function of the externally
linked modeling tools
Outline the purpose and function of the tools for:
documenting an SAP implementation project; and
transporting SAP objects
SAP AG 1999
(C) SAP AG
ASAP91
2-14
Page 24 of 296
Overview
Actions
Tools
Implementation
Implementation Assistant,
Assistant, ASAP
ASAP in
in R/3
R/3
Define, organize, manage SAP

implementation project (ASAP
methodology)
Administration
Roadmap
Question & Answer Database
Knowledge Corner
Accelerators to compliment tools
Requirement analysis
Transport
Business Blueprint (Q&Adb)

Implementation Guide (IMG):
can be configured
reference to release
reference to organization
Copy function for organization units
Customizing Transport System
Document SAP implementation

project
Implementation Assistant, Q&Adb, R/3,

external modeling tools
Implementation
Implementation Assistant,
Assistant, ASAP
ASAP in
in R/3
R/3
Configuration (Customizing)
SAP AG 1999
Another important action not covered in this unit, is the creation of interfaces and enhancements.
Here, the major tool is the ABAP Workbench.
(C) SAP AG
ASAP91
2-15
Page 25 of 296
ASAP Administration - User Maintenance
Project Maint.
Maint.
Database Maint.
Maint.
User Maint.
Maint.
User identification
and information
fields
All Projects on Server XXXXX

ASAP 4.6B (Lang)
Team Members
General User
Information
Specify ownership
categories:
Business Owner
Consultant
Team Leaders
QAdb
Smith
Project Roles
Project Managers
asap
Roles to be used
in the IA
R/3 Info
sap
Connection
parameters for the
R/3 System
Edit
Add
Delete
Copy
Save
New Session
Cancel
Exit
SAP AG 1999
One project is highlighted on the User Maintenance screen.

Depending on your access level and the access level of the user you wish to maintain, each of the
buttons or some parameters and data within a user profile may not be accessible to you. Once a User
ID is saved for a user, it can never be edited. See Determining ASAP Administration Tool User
Access Level in the Help File for more information.
General User Information - Clicking this tab displays the user identification and information fields.
The fields displayed and active (not grayed out) differ according to your access level and the
function you selected. Some fields are for information only, others are mandatory for user access and
authorization. The mandatory fields to enter a new user are User ID, Access Level, Password, and
Confirm Password.
From user maintenance, you can select implementation project roles to be used in the
Implementation Assistant. The allocation of roles as resources in the Implementation Assistant is
now possible, but will not be displayed until Rel. 4.6C.
The QAdb screen contains two radio buttons that allow you to specify the ownership category you
belong to in the project. The options are Business Owner or Consultant. In addition, there is a
selection field that allows you to select a Business Modeler from a list of modelers. Some viewing
tools come with the Q&Adb installation package, others have to be purchased separately.
(C) SAP AG
ASAP91
2-16
Page 26 of 296
IA Overview
AcceleratedSAP Implementation Assistant (IA)

Viewing Area
Project Area
Roadm
ap
Roadmap
KC
Displays Documents
from Project Area
BPP
Find
Attachment Area
Holding Area
Links
Favorites from
Project Area
Roles
Subjects
SAP AG 1999
The AcceleratedSAP (ASAP) Implementation Assistant provides services, tools, and methodology
for implementation that covers the different aspects and phases of an SAP product installation.
After logon, the initial Roadmap main screen is divided into four function frames:
The project area:
- Selecting the Roadmap tab displays a tree view of Roadmap phases.
- The KC (Knowledge Corner) tab displays a tree structure of documents that are available to
provide you with information relevant to SAP processes and usage.
- The BPP (Business Process Procedures) tab displays a tree structure of available BPPs.
- The Find display allows you to search for specific documents within the Roadmap.
The Viewing Area: When you click on a document in the Project area, the document displays in
the viewing area frame.
The Attachment Area: This Area displays links to accelerators, roles and subjects associated with
the displayed phase, Work Package, Activity, and Task document.
Holding Area: This Area serves as a holding area for your favorites. You can drag & drop
documents from the tree structure you work on frequently and wish to have easy access to. You
can also save links to often-used pages.
(C) SAP AG
ASAP91
2-17
Page 27 of 296
IA: Menu and Toolbar
Print
Print
Collap
Collapse
se
Ba
Back
ck
CCT
Expand
Expand
Forward
Q&Adb
View
Options
By Roadmap
flavors
Hide:
Holding
Roles...
Area
Subject
Areas...
Attachment
Area
By Scope
Project Area
SAP AG 1999
The menu and button toolbar, located on top of the main screen, provides you with navigational
functionality.
Menu:
Click the File ->Exit menu option to close and exit out of the Implementation Assistant.
Click the View menu to display contents by role or by subject area. Click the Tools menu option to
open the Q&Adb or the Concept Check Tool (CCT). You may then toggle between the
Implementation Assistant and the opened tool. The ? symbol represents the Help menu. From the
Help menu you launch a separate window and display contents and user help for the functions
available in the Implementation Assistant.
Button Toolbar:
The Back and Forward buttons allow you to navigate back through the Roadmap level where you
have been or forward through the same level. The Q&Adb (Question & Answer database) button
launches the Q&Adb in a separate window. The Implementation Assistant remains open allowing
you to toggle between the two. The CCT (concept check tool) button can be used to analyze the
conception and critical factors in the Project Preparation, Business Blueprint and Realization phase
of an SAP implementation project. The Print button prints the Roadmap step description currently
selected in the content area.. The View button allows you to specify role or subject area criteria,
which tailors the content to be displayed. You can display the Roadmap structure by selecting one or
more Roadmap flavors from a list. You can set a filter to display only the Roadmap steps that are in
scope.
You have the option to hide frames you dont wish to display at the moment.
(C) SAP AG
ASAP91
2-18
Page 28 of 296
IA Project Area: Roadmap
AcceleratedSAP Implementation Assistant

Roadmap
Phase
Work Packages
Activities
Purpose
Prerequisites
Accelerators
Tasks
Steps
Accelerators
SAP AG 1999
Selecting the Roadmap tab displays a tree view of Roadmap phases. Clicking the plus (+) symbol on
the left side of each phase, displays the Work Package, Activity, and Task icons and titles for
documents available for that particular phase.
(C) SAP AG
ASAP91
2-19
Page 29 of 296
IA Project Area: Roadmap - Example
Phase - 2 Business Blueprint
Work Package - 2.5 Organizational Structure Definition
Activity - 2.5.1 Define Business Organization Structure

2.5.1.1 Schedule Organization Structure
Workshop
Tasks
2.5.1.2 Distribute Organization Structure

Guidelines
2.5.1.3 Conduct Organization Structure
Workshop
2.5.1.4 Recommend and Approve
Organization Structure
SAP AG 1999
In this example, the project has proceeded to Phase 2, Business Blueprint. Within this phase, the
project team is about to begin definition of the organizational structure. As such, the project team
would navigate within the Implementation Assistant to the point shown above.
The activity level information generally consists of the purpose of the activity, general instructions
on how to complete it, the trigger for starting this activity, the input that is used to complete the
activity, the expected results in the form of outcome and output, and any templates or accelerators
that can be used to complete the activity. The templates and accelerators, if available, will be linked
and accessible from this page.
The task level information generally consists of the purpose of the task, the suggested procedure,
including steps, for completing the task, the expected results upon completion, the personnel
responsible for performing the task, and any templates, accelerators or How Tos that can be used to
complete the activity. The templates, accelerators and How Tos, if available, will be linked and
accessible from the task page.
(C) SAP AG
ASAP91
2-20
Page 30 of 296
Example: Tools/Accelerators
Tools
Q&Adb
Organizational Questions
Customer Input (CI) Templates
Business Process Questions
Issues Database
Documentation
.....
Task
Conduct Organization Structure Workshop

....
Accelerators
Presentation
Enterprise Modeling
SAP AG 1999
You can access ASAP accelerators from the tasks or from the alphabetical list of accelerators.
(C) SAP AG
ASAP91
2-21
Page 31 of 296
IA Project Area: Roadmap Add and Scoping

Roadmap
Edit
View
Roadmap
...
Phase
...
By Scope
ADD
...
Work Packages
Activities
InScope
Tasks
SAP AG 1999
Edit Roadmap Structure Items: It is possible to scope and add new items to the Roadmap
structure, so that the Roadmap can be tailored to project-specific requirements. Only the project
manager can add or hide elements of the Roadmap.
Setting Roadmap structure items in scope: SAP-delivered and user-defined items can be set out of
scope.
Adding new Roadmap structure items: For new user-defined Roadmap structure items, it is possible
to assign the attributes Roadmap flavors (such as R/3, APO), Role (such as Business Process Team
Lead), Subject area (such as Testing) and Scope.
(C) SAP AG
ASAP91
2-22
Page 32 of 296
IA Project Area: Knowledge Corner

KC
Cross SAP Implementation Topics
SAP Products Corner
Industry Corner
Country Corner
Service Corner
SAPnet Information Direct
SAP AG 1999
The KC (Knowledge Corner) tab displays a tree structure of documents that are available to provide
you with information relevant to SAP processes and usage.
(C) SAP AG
ASAP91
2-23
Page 33 of 296
IA Find
Extras
Alphabetical File List
Roadmap
Find Structure Item....
Find
Find Link....
Project Area
Type in the word(s)

you search for:
Roadmap
Titel File
File Typ
Links and Roles Area

Accelerators
SAP AG 1999
Find Tool: This tool offers a wider range of search and sort functions. You can use the Find tool in
the Implementation Assistant to access information stored in Roadmap texts, the Knowledge Corner,
and accelerators (such as Microsoft Word, Excel, PowerPoint, .txt, .rtf, and .htm files). You can start
a search with a single word, a phrase, or using wildcards (for example, work*). From the Find tab,
you can:
Search by structure item title. For this, you can search through the entire IA database for a text string
or search through the entire IA database for every occurrence of a word or text string using the
wildcard (*).
Search for an existing file link in the Extras menu . Here you can define a full text search or an
indexed search, also using the wildcard, and limit the search to the Roadmap, Knowledge Corner or
accelerators.
Use the Options menu to add documents you have inserted in the Roadmap structure to the database
index, so that they are included in future searches.
(C) SAP AG
ASAP91
2-24
Page 34 of 296
IA: Concept Check Tool
Concept Check
Phase 1: Project Preparation
Phase 2: Business Blueprint
SAP R/3
Concept Check
Tool
SAP AG 1999
Project Preparation, the left side of the SAP Concept Check Tool, can be used as part of the Quality
Check procedures for Phase 1. The right side, Business Blueprint, will be used later in Phases 2.
(C) SAP AG
ASAP91
2-25
Page 35 of 296
IA: View
View by Roles:
View by Subject Areas:
Application Consultant
Business Process Owner
Business Process Team Lead
Bus. Process Team Member
Change Team Leader
Change Team Member
Cross-Application Consultant
Customer Project Manager
.
Project Mngt
Conversion, Interfaces,
Enhancements
Business Organization and
Processes
Configuration
End User Training and
Documentation
Organizational Change Mngt
Project Standards
Project Team Training
Quality
Reporting , Forms
Services
System Management
Testing
Development
Authorization
View
Subject
Areas...
Roles...
Project Sponsor
SAP Consulting Manager
TeamSAP Project Manager
SAP Reviewer
SAP Tech. Consultant
Manager
Steering Committee Member
System Administrator
Technical Consultant
Training Coordinator
Note: Not all roles are shown
SAP AG 1999
The View button allows you to specify role or subject area criteria, which tailors the content to be
displayed.
(C) SAP AG
ASAP91
2-26
Page 36 of 296
ASAP - Reference Structure
ASAP Roadmap
Continuous
Project
Preparation
Final Preparation
Business
Blueprint
Realization
Improvement
Go Live &
Support
Methodology
Methodology
Implementation Assistant
R/3
ASAP in R/3
Q&A database
- Reference
Structure
PC
PC
Based
Based
R/3
- Reference
R/3
Resident
Resident Implementation
Guide (IMG)
SAP AG 1999
The R/3 Reference Structure in the Q&Adb is a representation of the R/3 System. The depiction of
the SAP R/3 System as a model is an important communication means for all who are involved in an
R/3 implementation project in a company.
Why using the R/3 Reference Model?
It helps you get to know more easily the functions and processes of the R/3 System
It reduces the risks and effort involved in the requirements analysis and in setting up the
conceptual design.
The Reference Structure for customizing is the Reference IMG. It contains all Customizing
Activities needed to customize the R/3 System.
(C) SAP AG
ASAP91
2-27
Page 37 of 296
Linking the Q&Adb to the Graphical Representation

Diagram Explorer
(Delivered with ASAP)
KnowledgeMap
KnowledgeMap
SAP Reference Structure

+
Business Strategy
Organization
General Settings
Master Data
Business Processes
Cross-Application
Training and Documentation
Basis
Development
Matrix
EPC
EPC
SAP AG 1999
SAP delivers with ASAP Release 4.6A the Diagram Explorer that will help consultants and
customers understand the SAP Reference Structure through an improved visualization concept.
The Diagram Explorer provides a quick and easy visualization of a reference model item, through
the Q&Adb, that adds value in the general analysis of the business requirements.
Diagrams in the Diagram Explorer are for visualization only; the diagrams can not be changed or
maintained. If a project requires authoring capabilities to create customer process models, an
external modeling tool is required.
For a specific structure item in the SAP Reference Structure, you can create a Knowledge Map,
meaning that this element is centered on the screen and all related information is built around it. You
can access a Knowledge Map by selecting an element in the diagram and switching to the
Knowledge Map view.
Process Selection Matrix Diagram - Provides an alternative way of viewing your scoping selections
for each Enterprise Area in the ASAP Q&Adb. Rather than displaying the EPC model, the PSM
shows the processes used by the scenario in an Enterprise Area, or the process variants used by a set
of selected scenario variants.. The PSM can be hlepful as a quick visual process checklist during
the blueprinting activities.
Event-Drive Process Chain (EPC) Diagram - Provide a detailed view of how processes in SAP can
be grouped together and are also used to show the detail of transactional processing in SAP.
(C) SAP AG
ASAP91
2-28
Page 38 of 296
Graphical Representation of the Reference Structure
The Event-Driven
Process Chain (EPC)
Operators
Create sales
document
w reference
Function
Order is
Created
Event
Control Flow
<
Enter purch
data for the
customer
Determine
required
delivery date
Determine
unloading
point
Determine
document
currency
Purchase
data is
processed
Required
delivery date
determined
Unloading
point is
determined
Document
currency is
determined
<
SAP AG 1999
EPC provide a valuable jump-start to companies who are new to R/3 and are tying to understand how
business processes are supported by R/3. The EPC provide a detailed view of how processes in SAP
can be grouped together to complete business process. These detailed views of processes are called
Scenarios. The EPC diagrams are also used to show the detail of transactional processing in SAP.
EPC diagrams contain green rectangular functions and red hexagonal events, with blue logical
operators that control the flow between them. They can also contain yellow process paths, which act
as entry or exit points between one EPC diagram and another.
Event - describes the occurrences of a business status that can cause an effect or that can be the
result of a function.
Function - describes the business task for transformation from an initial status to a target status.
Logical Operators - describes the logical connections between events and functions and include
the following operators: and (symbol is an upside down V) - all events linked by this must have
occurred to trigger the following function; either/or (symbol looks like a V) - at least one of the
events linked by this must have occurred to trigger the following function; exclusive or (XOR) exactly one of the functions linked by this must have occurred to trigger the following event
Control Flow - describes the sequence in which events and functions occur and the relationships
between them
(C) SAP AG
ASAP91
2-29
Page 39 of 296
SAP Reference Structure: ASAP & External Tools
EPC
EPC
Q&Adb

External
External
ERP Modeler (CASE wise)
Business Processes
Aris for R/3 (IDS)
Live Model (Intellicorp)
SAP AG 1999
In order to perform a qualified deviation analysis, it could be necessary for enterprises to document
those requirements that are not included in the standard solution in the form of a model. These
models can be created using the modeling tools of SAP's technology partners and used as a template
for customer developments.
For launching diagrams options you have:
Diagram Explorer delivered by SAP
A modeling tool (you purchase and install separately)
During ASAP installation, you have the choice to install the provided Diagram Explorer.
Before launching diagrams, you need to specify in your user profiles which tool you are going to use.
(C) SAP AG
ASAP91
2-30
Page 40 of 296
SAP Reference IMG
Implementation Guide for R/3 Customizing

+
Global Setting
Enterprise Structure
Cross-Application Components
Financial Accounting
...
Logistic-General
Materials Management
Quality Management
...
Basis Components
Customizing
Activities
SAP AG 1999
The R/3 Reference IMG contains all the Customizing Activities defined in the R/3 System.
(C) SAP AG
ASAP91
2-31
Page 41 of 296
Customer Specific Configuration of the IMG

Manually
IMG-Link
Generate
Save
SAP
Reference
IMG
Customizing
Projects
Customizing
Transactions
Project
IMGs
Project
Documentation
Generate
Project IMG
Views
Project
IMG
Views
Project
Management
SAP AG 1999
For the realization, you can divide the scope of the Reference-IMG into different projects, which are
assigned in turn to project IMGs.
Once created, the project IMG is populated to produce one or more views. You can create views to
improve the structure of the project IMGs. Use the project IMG to work on Customizing
transactions, project and cross-project documentation, as well as project management information.
Do this for each view and/or all views combined.
With Release 4.6, the opportunity exists to create Project-Views via the IMG-Link. This
functionality transports the Project Scope which is defined in the Question and Answer Data Base
(Q&Adb) to the R/3 System. The Views generated by the IMG-Link contain those Customizing
Activities assigned to the Processes that have been put in Scope in the Q&Adb.
The IMG link does not create a Project IMG. The IMG link is used to generate and view process
assigned, process non-assigned, or whole project IMG views of existing IMG projects.
(C) SAP AG
ASAP91
2-32
Page 42 of 296
Transport
Tool
Customizing
Transport
System
Client
Copy
Function
SAP
System
Development
Customizing
SAP (Targ.)
System
automatic
system setting
recording
Production
SAP
System
ic
atic
mat
tom
au
auto
ng
tting
setti
em se
stem
sy
syst
g
in
g
in
rd
cord
re
reco
Training
XXX
Client zxx
Client yxx
Development
Customizing Client xxx
SAP AG 1999
The Customizing Management System (CMS) manages the transport requests in the R/3-System in
relation to an assigned Customizing Project.
In the CMS, you can use the transport requests to copy SAP objects from one system, such as the
development system, to a target system, such as the production system.
You can also use the client copy function to copy SAP objects from one client (development client)
to another client (training client) of the system as defined by a transport request.
The system settings of the Customizing transactions are automatically recorded in transport requests.
It is assumed that the client has been set correctly.
(C) SAP AG
ASAP91
2-33
Page 43 of 296
Tools for the R/3 Project Documentation
ASAP Roadmap
IMG
Business Navigator
Financial accounting
Fiscal year
...
...
Di agram Explorer (Intellicorp)
Aris for R/3 (IDS)
SAP
script
ERP Modeler (CASE wise)

Live Model (Intellicorp)
SAP AG 1999
With the documentation for the ASAP Roadmap, SAP provides information about which
documentation tools can be used for which project activities.
The following tools are provided for the R/3 implementation:
Implementation Assistant (e.g. Q&Adb, IssueDB) for request analysis, problem documentation
and end-user and Project documentation
External modeling tools for graphic process modeling (e.g. Micrografx, Visio, Intellicorp,
IDS/ARIS)
IMG -Documentation for customizing settings:
- MS Word or SAPScript editors are used for documenting the customizing settings
- Forms are available for MS Word documentation
- It is possible to create multiple documents for each setting
- The documentation is:
Cross-client
Transportable
(C) SAP AG
ASAP91
2-34
Page 44 of 296
ASAP Overview: Unit Summary
You are now able to:

Identify ASAPs role, main components, major
content, key deliverables, and pre conditions for
effective utilization
Outline the purpose and functions of the major
tools used in ASAP
SAP AG 1999
(C) SAP AG
ASAP91
2-35
Page 45 of 296
ASAP Overview Exercises

Unit: ASAP Overview
Topic: Tools available in ASAP
At the conclusion of this exercise, you will be able to:
Access the ASAP Administration Tool and create user profiles
Navigate the Implementation Assistant
1-1
Open the ASAP Administration Tool.

Check first that the Implementation Assistant and the Q&Adb are
both closed.
Since this is the first time you have opened ASAP Administration, you will need to
create a new user profile. Do this for one of your group and assign Project Manager
access to this user. Choose the Diagram Explorer Modeler as your Business
Modeler.
Check upper left of the Admin tool to ensure the project name is
highlighted (click on it once to highlight). Now, click Add at lower
right.
1-2
Using the information which follows:
Create profiles with Project Manager access for both Customer and Team SAP Project
Managers.
Create profiles with Team Leader access for the two MSI Scenario Process Owners and the
Team SAP Leader.
Create profiles with team member access for the Procurement & Sales & Distribution
Team members.
(C) SAP AG
ASAP91
2-36
Page 46 of 296
Make sure there is a UserID and password for each person and note them in the
answer section for future reference. As before, choose the Diagram Explorer
Modeler as the business modeler in each case.
First Name
Middle
Last Name
Position/Title
Rolf
Schmidt
Customer Project Manager
Hans
Levert
Team SAP Project Manager
Janet
White
Owner (Customer), Sales & Distribution Scenario Processes, Team Leader
Adam
Rogers
Owner (Customer), Procurement Scenario Processes, Team Leader
Heidi
Hoe
Team SAP Leader
Tom
J.
Jones
Sale & Distribution Team Member
Jeurgen
R.
Szester
Purchasing Team Member
Close the Admin Tool once you are finished the exercise.
1-3
In which phase of the ASAP Roadmap would you prepare the project plan?
1-4
What Tasks are assigned to the Activity Prepare Project Plan?
1-5
Name the accelerators under the Task Create Project Resource Plan.
1-6
Locate the Activity with the work break down structure of 2.7.3.
1-6-1 What is the name of the Activity and to what Work Package does it belong?
1-6-2 What are the inputs for this Activity?
1-6-3 Within this Activity, find the task Determine Business Process
Requirements and name the roles it involves. Name 3 key tasks for one of
the roles.
1-6-4 Within this Activity find the task Determine Conversion Requirements
and list the tools available to support it. List the type of Accelerators that are
available.
1-7
Where would you find the accelerator Authorizations Made Easy?
1-8
Where in the Knowledge Corner would you find additional information about
reporting? What additional information is available?
1-9
What are BPPs?
(C) SAP AG
ASAP91
2-37
Page 47 of 296
1-10
Using the Find Tool view all the information available for Authorizations.
1-11
There are times during a project when you need to view information by a specific
subject area such as Configuration, End User Training & Documentation, and
Testing. How is it possible to limit the view of the Implementation Roadmap to the
subject area Testing? Which phases of the Implementation Roadmap have
information on Testing?
(C) SAP AG
ASAP91
2-38
Page 48 of 296
ASAP Overview Solutions

Unit: ASAP Overview
Topic: Tools Available in ASAP
1-1
ASAP Administration User Maintenance Tab Enter the following
information in the dialog box:
Id = asap
Password = asap
Click ALL PROJECTS PROJECT ASAP 4.6A Click on the ADD button in
the lower left hand corner of the screen. In the General Information Tab,
complete all fields for practice, but at least the following: First name; Last name;
title; you can leave the UserID as the one assigned; Access Level leave as Project
Manager; use your UserID as your Password;
Click on the Q&Adb tab and select Diagram Explorer Modeler from the drop down
list for Business Modeler. Finally, click save, then OK to confirm the new account,
re-enter your password to confirm it and click OK.
1-2
For convenience, the initials of each user have been left assigned as their user id
and this id also used for their password. Below are the users and their details that
should have been created. Titles will be as given in the exercise.
User ID
Access level Password
RSS Project Manager
rss
hcl
HCL Project Manager
JAW Team Leader jaw
AGR Team Leader agr
HHH Team Leader hhh
TJJ
Team Member tjj
JRS Team Member jrs
1-3
Phase 1: Project Preparation

Procedure: Open the Roadmap in the Implementation Assistant (click on the plus
symbol beside it). You can now see the 5 project phases. Open the first phase, then
the Initial Project Planning Work Package. Within this Work Package you can find
the Prepare Project Plan Activity.
(C) SAP AG
ASAP91
2-39
Page 49 of 296
1-4
Create Project Work Plan; Create Project Budget Plan; Create Project Resource
Plan.
Procedure: Open the Prepare Project Plan Activity. Now you can see these
tasks.
1-5
The two accelerators are Resource Variance Report Template and Resource Plan
Sample.
Procedure: Choose the Task Create Project Resource Plan. You can now access
the documentation that describes this task in detail. The accelerators are at the
end of the text. Scroll down to the end of the text. You can now see the template.
1-6
1-6-1 Activity: 2.7.3 Conduct Business Process Workshop
Work Package: 2.7 Business Process Definition
Procedure: Open the Business Blueprint Phase Open Business
Process Definition Work Package. Now you can see the Activities.
1-6-2 Business process workshop schedule
Enterprise area scope document
Question & Answer database
Procedure: Open the Business Blue Print Phase Open Business
Process Definition Work Package. Phase Open Conduct Business
Process Workshop Activity. Now you can see the Activity Description on
the right hand side of the screen. Scroll down to the Input Section.
1-6-3 Tasks of the Application Consultant, Business Process Owner and Power
User Application Consultant:
Participate in or Facilitate Business Process Definition
Configure the software to replicate the required business processes
Facilitate knowledge transfer to other project team members
Business Process Owner:
Ensuring the business targets and objectives are met by the system
Working with the PTL to develop the To-Be view of the business
processes; planning change management activities for existing
business processes necessary for a successful system implementation
(C) SAP AG
ASAP91
Identifying and managing mission critical business scenarios in the

system environment and validating expected results versus actual
results
2-40
Page 50 of 296
Power User:
Participating in workshops and presentations to validate the system

design being implemented
Participating in test and validation phase
Working with the process team lead in the identification of end user
documentation and end user training requirements at their particular
site. Additionally, the power user may be responsible for conducting
end user training.
Working with the programming and layout developers to validate the

sources of data, resulting converted data, and design and output of
forms and reports
Procedure: Open the Business Blueprint Phase Open Business

Process Definition Work Package. Phase Open Conduct Business
Process Workshop Activity. Click on the roles tab and you can see all
the roles assigned to this task. Select one and double click. Review the
document
1-6-4 Tools: CI Template, Q&Adb
Type of Accelerators: Template/Form, How to, Sample Template/Form,
Questionnaire
Procedure: Open the Business Blue Print Phase Open Business
Process Definition Work Package Open Conduct Business Process
Workshop Activity Open Determine Conversion Requirements
Task. Now you can see the Task Description on the right hand side of the
screen. Scroll down to the Tools Section. Review the information.
Click on the links tab and review the documents listed. You can determine
the document type by the description in the Type(s) column.
1-7
In the Knowledge Corner.

Procedure: Open Knowledge Corner Open SAP Products Open R/3
Reference Corner Open Cross Application Open Authorizations. You can
now see Authorizations Made Easy for 4.5A/B in the Links tab. select and
review it.
1-8
Open Knowledge Corner Open Implementation Subjects Open Reporting.

You can now see three Reporting Made Easy Guide Books
1-9
Business Process Procedures (BPP) contain the procedural steps for completing a
transaction. They are provided by ASAP and can be customized and/or added to
during the realization phase. Their purpose is to support testing and development of
end user training materials.
In order to view the BPPs drill down to the lowest level.
Procedure: Open BPP Tab You can now see defintion. You can view
individual BPPs by continuing to drill down to the lowest level.
(C) SAP AG
ASAP91
2-41
Page 51 of 296
1-10
Procedure: Click on the Find tab Type the word Authorizations in the
search field Click on the Find button You can now see all the
information available for Authorizations
1-11
View by Subject Area Tool

Project Preparation, Realization
Procedure: Click on View on the main menu bar Click on Subject Area on
the drop down menu You can now see all the subjects available to view
Select None on the menu bar Click on Testing Click on OK You
can now see which areas of the roadmap have information on Testing
(C) SAP AG
ASAP91
2-42
Page 52 of 296
Implementation Roadmap
Phase 1 - Project Preparation

Phase 2 - Business Blueprint
Phase 3 - Realization
Phase 4 - Final Preparation
Phase 5 - Go Live & Support
SAP AG 1999
(C) SAP AG
ASAP91
3-1
Page 53 of 296
Implementation Roadmap: Unit Objectives
Upon completion of this unit, you will be able to:

Outline the purpose and content of the work
packages in each phase of the ASAP roadmap
Identify the main roles and responsibilities of
each phase of the ASAP roadmap
Explain and demonstrate the major tools &
accelerators supporting each phase of the ASAP
roadmap
SAP AG 1999
(C) SAP AG
ASAP91
3-2
Page 54 of 296
Overview Diagram: Implementation Roadmap (1)
Implementation
Roadmap
Phase 1
Project Preparation
Phase 2
Business Blueprint
Phase 3
Realization
Phase 4
Final Preparation
Legend:
Phase 5
Go Live & Support
Unit
Unit
Topic
Topic
SAP AG 1999
(C) SAP AG
ASAP91
3-3
Page 55 of 296
Phase 1: Project Preparation: Objectives
On completion of this topic, you will be able to:

Explain the activities and tasks that are important in
the Project Preparation phase of your
implementation project
Highlight the tasks essential from the project team
perspective
Identify the importance of the Sample Scope
Document for Phase 2: Business Blueprint
SAP AG 1999
(C) SAP AG
ASAP91
3-4
Page 56 of 296
The Purpose of Phase 1: Project Preparation
ASAP Roadmap
Continuous
Improvement
Project
Preparation
Business
Blueprint
Realization
Final
Preparation
Go Live &
Support
SAP AG 1999
The purpose of this phase is to provide initial planning and preparation for your R/3 project.
Although each R/3 project has its own unique objectives, scope and priorities, the steps in Phase 1
help identify and plan the primary focus areas to be considered. As you prepare for your R/3
implementation, there are important issues you must address at the beginning of the project,
including:
Defining your project goals and objectives
Clarifying the scope of your implementation
Defining your implementation strategy
Defining the overall project schedule and implementation sequence
Establishing the project organization and committees
Assigning resources.
By addressing these issues early in your implementation, you help ensure that the project proceeds
efficiently, and that you have established a solid foundation for a successful SAP implementation.
Phase 1 consists of the following Work Packages: Initial Project Planning , Project Procedures,
Project Kickoff, Technical Requirements Planning, Quality Check and Project Preparation Phase.
(C) SAP AG
ASAP91
3-5
Page 57 of 296
Project Preparation - Roles & Key Focus

Phase
Content
Role
Groupings
Initial Proj
Planning
Project
Procedures
Training
Planning
Project
Kickoff
Tech Req.
Req.
Planning
Signoff
Steering
Sponsors
******************
Proj Charter
and
Implementation
Strategy
Project Mgt
Consultant
Change Mgt
Plan
Kick off Meeting
Signoff
******************
Proj Mgt Stand

& Procedures
Kick off Meeting
Quality Check
/Signoff
Plan/budget/
Resources
Comm/ Doc,
Issue Mgt
Implementation
Strategy
Deployment
Strategy
******************
Kick off
Meeting
Proj Team
Standards
******************
Customer
Technical
Project Team
Standards
ID Tech
Requirements/
Procure HrdWr
Project Team
Training Plan
Training
Change
QC
Organisation/
plan
Change Mgt
Plan
System Authoriz.
Standards
Security
Project Team
Org Change
Management
Training
Kick off Meeting
SAP AG 1999
There are ten primary roles in an SAP Implementation; details of each are in the IA.
Steering Committee - members include Project Sponsors, the SAP Consulting Manager (and/or the
TeamSAP Coach), and project managers. The committee is also the primary source for the
companys long-term goals and vision, sets priorities, approves scope, and resolves company-wide
issues.
Project Sponsors - directly communicates the companys long-term goals and visions and are
members of the steering committee.
Proj Mgt - TeamSAP Project Manager and Customer Project Manager
Consultant - TeamSAP Members, application, cross application, business process
Customer - Project Team Members (business process, power users)
Technical - Customer or consultants for System Administration and Technical, help desk provider
Training - Training & Documentation - project mgr/lead/ developer, Training Development
Instructor, Training Co-ordinator, Training Technology Administrator
Change -These are dedicated individuals assigned to manage one of the organizational change
management processes: Risk Assessment, Communications, Sponsorship, Skills Development,
Knowledge Transfer or Organizational Optimization.
Security - Authorisation, Administration or Internal Auditor responsible for managing the system
security and authorization environment and may be combined with other (technical) administrative
roles.
Share Focus items are noted by ************ brackets.
(C) SAP AG
ASAP91
3-6
Page 58 of 296
Phase 1: Project Preparation - Work Packages (1)
Initial Project
Planning
Project
Procedures
Project Kickoff
QC
Training Project
Planning Phase
Technical Req.
Req.
Planning
SAP AG 1999
The purpose of this Work Package is to allow you to start detailed planning for the project. There are
many basic issues to resolve at this early stage to ensure the project's success. You should start
planning as early as possible in Phase 1, and make key decisions now.
Activities:
Create and issue project charter
Review and refine implementation strategy
Establish project team working environment
Determine project organization
Prepare project plan
Create project team training plan
(C) SAP AG
ASAP91
3-7
Page 59 of 296
Create and Issue Project Charter

Initial Project
Planning
Tasks
Define Project Mission Statement
Project Charter
Define Business Drivers

Identify Business Measurements
Identify Project Measurements
Develop the Change Charter
SAP Project
Manager
What?
How?
When?
Customer
management
Assemble Project Charter Components
SAP Project
Approve Project Charter
Accelerators:
Project Charter
Sample Project Charter
SAP AG 1999
Define project mission statements: define the overall company goals and vision for the R/3
implementation.
Define business drivers: identify specific company objectives and business drivers for initiating the
R/3 implementation. Typical business drivers include: Improved inventory turnover, reduced
shipping costs, improved customer service.
Identify business measurements: document the implementation goals, and how they are used to
measure the success of the project, specifically the business-related goals. Examples of business
related goals are: Integration of business processes, reduction of on-hand inventories.
Identify project measurements: document implementation goals, and how they are measured,
specifically the project-related goals. Examples of project-related goals are: Target dates for
completion of specific implementation phases or milestones, measurement of actual expense
performance versus budgeted costs, completion of a specific deliverable(s).
Develop the Change Charter: develop a comprehensive charter for the change project within the
organization.
Assemble project charter components: prepare a document that consolidates the mission statement,
business drivers, business measurements, and project measurements.
Approve project charter: reach agreement between company executive management, the project
sponsor, and members of the project team on the project charter. It is important to have all members
in agreement so that total commitment can be achieved.
(C) SAP AG
ASAP91
3-8
Page 60 of 296
Review and Refine Implementation Strategy

Initial Project
Planning
Tasks
Review Implementation Proposal
Check Strategy for Corporate Rollout
Output
Implementation Strategy
SAP Project
Confirm Implementation Methodology
Inputs
Implementation Proposal
Project Charter
Data from Sales Cycle
Accelerators:
Verify the use of Preconfigured Systems (PCS)
Sample Scope Document (Enterprise Area Scope Document)
SAP AG 1999
The purpose of this activity is to review in detail the implementation strategy for the project.
Determine if any changes are needed in terms of project objectives or methodology. The overall
implementation approach and methodology should now be finalized and confirmed. For some
projects, it is necessary to also review the overall corporate R/3 implementation strategy, especially
if there are multiple, simultaneous R/3 implementation projects in process throughout the
corporation.
Prerequisites:
Trigger: Signed R/3 software license, completion of project charter
Inputs: Implementation proposal(s), project charter, data gathered from the sales cycle.
Result:
Output: SAP implementation strategy
Outcome: The implementation strategy for this specific project, in conjunction with the overall
corporate strategy for rolling out SAP product, is documented.
You need to answer the following questions:
What should be done? (Implementation proposal)
How should it be done? (Implementation method)
When should it be done? (Rollout strategy).
(C) SAP AG
ASAP91
3-9
Page 61 of 296
Review Implementation Proposal

Initial Project
Planning
With specific focus on:

Company Business Objectives
Key Implementation Assumptions
Overall Scope - Use accelerator Sample Scope Document
Sample Scope Document
Define Scope at:
KEY
Level 1 - SAP Reference Structure
Level 1
Level 2
Level 2 - Enterprise Area
Level 3
Level 4
Level 3 - Scenario
Structure
In Scope
BP Owner / Consult
Level 4 - Process Group
Master Data
General master data
Product data management
Business Process
Procurement
Sales and Distribution
Customer Service
SAP AG 1999
The purpose of this task is to review the implementation proposal(s), with specific focus on company
business objectives, overall scope, and key implementation assumptions.
The enterprise process area scope document is used as a basis for outlining the scope of the Project
(accelerator Sample Scope Document). This document may have already been created as a result of
pre-sales activities.
(C) SAP AG
ASAP91
3-10
Page 62 of 296
Establish Project Team Working Environment

Initial Project
Planning
Tasks
Plan Environment
Set up Environment
Accelerators:
Project Room Requirements White Paper
IT Infrastructure Document
SAP AG 1999
The purpose of this activity is to create a common working area for the project team. It is important
for team members to work in an open environment with direct access to each other, so that numerous
integration issues can be discussed and resolved quickly. This common work area is generally
referred to as a project team room.
Prerequisites:
Trigger: Signed R/3 software license, approval of R/3 implementation strategy
Input: Project charter, R/3 implementation strategy.
Result:
Output: Project team room
Outcome: The physical work space for the project team is established for the project duration.
Plan environment : The purpose of this task is to plan the details and logistics for setting up a project
team room. Considerations to address include: Physical location and size of the room, workstations,
printers, network equipment, phones, voice mail, fax machine,whiteboards, flip charts, other
supplies, phone line accessibility for remote dial-up, network connections, security access cards.
Set up environment: The purpose of this task is to set up the project team room early in the project,
so that team members can interact and communicate more effectively. This room needs to be
operational as the team is being formed, to maximize communication and overall team effectiveness.
(C) SAP AG
ASAP91
3-11
Page 63 of 296
Determine Project Organization

Initial Project
Planning
Tasks
Refine Organization and Roles
Project organization
Assign People to Roles

Assign and Create Change Team
Who?
How?
Conduct Project Team Transition Meeting

SAP Project
Manager
Customer
management
Accelerators:
Scope Management Procedure
SAP Project
Remote Consulting
Customer Competence Center (CCC) program
Team Organization Chart Template
Team Organization Chart How To
SAP AG 1999
The purpose of this activity is to create the project organization structure and finalize roles and
responsibilities for each team member. This activity includes assignment of company employees, as
well as consultants.
Prerequisites:
Trigger: Software license agreement, professional services agreement.
Input: Project charter, project scope document, implementation strategy.
Result:
Output: Approved project organization.
Outcome: A graphical presentation of the project organization, including steering committee,
project management, core project team and extended team. Responsibilities are defined for each
organizational component of the team.
CCC - a Customer's own, R/3 focused, internal support linked to SAP Support Services. Refer to the
Implementation Assistant. Use View, and select the Alphabetical File List to locate the accelerator Customer Competence Center (CCC) Program.
(C) SAP AG
ASAP91
3-12
Page 64 of 296
Prepare Project Plan

Initial Project
Planning
Tasks
Create Project Work Plan
Create Project Budget Plan
Create Project Resource Plan
Accelerators:
Project Plan Checklist
ASAP Work Plan xls
MS Project How To
Project Work Plan Report template
Budget Plan Sample
Resource Plan Sample
SAP AG 1999
The purpose of this activity is to develop the overall project implementation plan, which includes
budget planning and resource planning. In particular, activities and tasks listed for Phases 1 and 2 of
the project should be carefully reviewed and refined, as necessary. The results of the project
estimation process can be used as a starting point to help finalize the project plan.
Prerequisites:
Trigger: Transition meeting report
Input: Implementation strategy, project organization ,initial project plan, resource assignments,
and task descriptions.
Result:
Output: Project plan.
Outcome: The final project plan determines the milestones. Key elements to consider are:
Company goals and objectives; project scope; desired implementation time frame; resource
assignments (internal and external); budget; Organizational Change Management Goals &
Objectives.
Project planning is an ongoing cycle and should be constantly refined. Even when the project plan is
created, it must be made clear that project planning is a continual, rolling process. As the project
progresses, fewer revisions are necessary. Planning revisions usually occur at, or near the end of,
ASAP Roadmap phases.
(C) SAP AG
ASAP91
3-13
Page 65 of 296
Initial Project
Planning
Project
Procedures
Project Kickoff
QC
Training Project
Planning Phase
Technical Req.
Req.
Planning
SAP AG 1999
The purpose of this Work Package is to establish the principal elements that determine how the R/3
implementation project is to be accomplished. These activities set the groundwork for project
kickoff, and provide a baseline of information to be referenced throughout the implementation. For
all project team members to operate in an effective manner, it is necessary that project standards and
procedures are established at the beginning of the project, and then communicated to all team
members.
By setting the standards, you:
Avoid redundant and unnecessary work
Maintain consistency
Facilitate communication.
Activities:
Define project management standards and procedures
Define implementation standards and procedures
Define system landscape strategy.
(C) SAP AG
ASAP91
3-14
Page 66 of 296
Define Proj Mgt Standards & Procedures

Project
Procedures
Avoid redundancy and unnecessary work

Maintain consistency
Facilitate communication
Facilitate knowledge transfer to the customer
Ensure the entire team understands what is required of
them.
Tasks build upon one another through the phases
SAP AG 1999
The purpose of this activity is to establish the basic standards and procedures for the project. Some
of these elements are applicable throughout each phase of the project, while other elements apply to
only one specific phase. It is important to address these issues during Phase 1 and to establish clear
guidelines. Some of the key issues to be defined include: steering committee meeting schedule; how
change management is handled; project monitoring and status reporting; meeting schedules for the
core team and extended project team; overall project communication methods and processes; and
project documentation.
Prerequisites:
Input: Project organization.
Result : Project management standards and procedures.
Outcome:
Management standards and procedures are clearly defined and documented. They are input for the
activity project team standards meeting.
(C) SAP AG
ASAP91
3-15
Page 67 of 296
Tasks for Activity

Project
Procedures
Tasks
Identify Project Communication Plan
Define Project Documentation
Create Issue Management Plan
Create Organizational Change Management Plan
Create Scope Management Plan
Create Team Building Plan
Define Project Planning and Monitoring Standards
Define Strategy for Using R/3 Services
Determine Quality Standards
SAP AG 1999
Define project documentation: Documentation is vital to maintain the results of project activities.
When referencing project decisions, issue resolution, or configuration changes made, it is helpful to
refer to the documentation of these decisions. The following types of documentation should be
defined: Business processes and End user documentation, R/3 config. and Customizing settings,
Project work papers and internal project team documentation, R/3 design specifications for
company-specific enhancements, Code corrections using OSS notes or Hot Packages, Service reports
and Service documentation.
Create issue management plan: The purpose is to establish effective procedures to manage and
resolve ongoing issues that could occur during the project. Ensure that open issues are documented,
reviewed and, more importantly, resolved in a timely manner. Open issues that cannot be resolved
must be escalated to project management or the steering committee for quick decisions.
Create scope management plan: The purpose is to establish a clear process to effectively manage
project scope. During the implementation, there may be numerous requests to change project scope.
Effective project management requires scope be clearly established and aggressively maintained. An
approval process must be clearly defined for making any changes to project scope all changes must
be fully documented, including expected impact on both budget and project schedule.
Define strategy for using R/3 Services: Define strategy for using R/3 Services both during the
implementation phases, and for the Continuous Improvement thereafter. SAP provides R/3 Services
for specific tasks of the ASAP Roadmap to speed their execution and improve the implementation.
(C) SAP AG
ASAP91
3-16
Page 68 of 296
Quality Assurance Program

Project
Procedures
Implementations
Sales
Post Go Live
ASAP Roadmap Quality checks

Project
Preparation Business
Blueprint
Final
Preparation
Realization
Continuous
Improvement
Go Live &
Support
Project Review Program

1
4
GoLive Check
5
EarlyWatch
Solution Review
SAP AG 1999
The Project Review Program is provided as an SAP service. A review provides an independent and
objective management review of the customer implementation project, identifies any risks to the
project goals and recommends appropriate corrective actions.
(C) SAP AG
ASAP91
3-17
Page 69 of 296
Define Implementation Standards & Procedures

Project
Procedures
Define System Configuration Standards

Define Testing Strategies
Define Post Implementation Service
and Support Strategy
Define System Authorization Standards
for Project Team
Determine System Problems Standards
and Error Handling
Define Change Request Management
Define System Enhancement and
Modifications Approval Process
Define Upgrade Strategy
SAP AG 1999
The purpose of this activity is to establish the overall implementation standards and procedures for
the project. Some of these elements should be established by the technical members of the project
team, and others by the business or functional members. All team members should have input to this
process, and understand the basic procedures, once they have been defined. As with project
management standards and procedures, it is important to address the implementation standards
during Phase 1 and to establish clear guidelines. Some of the key issues to be defined are: Overall
configuration standards for the project; initial system authorization standards; how system
enhancements are handled; and how and when testing occurs.
Prerequisites:
Input: Project organization; R/3 implementation strategy.
Result:
Output: Configuration standards; end user training and documentation strategy; testing strategy;
post-implementation support strategy; system authorization standards for the project team; system
problems and error handling procedures; system enhancement and modification approval process.
Outcome: Implementation standards and procedures are clearly defined and documented. They are
input for the activity project team standards meeting.
(C) SAP AG
ASAP91
3-18
Page 70 of 296
Define System Landscape Strategy

Project
Procedures
Tasks
Determine Required Systems
Determine Client Deployment Strategy
Define Transport System Strategy
Accelerators:
R/3 Knowledge Product SAP- Software Logistics
The R/3 System Landscape - Made Easy GuideBook
SAP AG 1999
The purpose of this activity is to establish the system landscape. The system landscape consists of
the SAP systems and clients that will enable you to adapt the SAP standard software to meet the
needs of your company. This process begins with the first SAP installation, Customizing and
development to meet the business needs, testing and verification, and finally to the start of
productive operation.
The many things to consider include: The required number of systems and clients needed, Specific
client roles and the appropriate client settings, Acceptable levels of quality assurance and testing,
Management of all customer development and Customizing settings, Use of Pre-configured Systems.
(Please refer to: Verify the Use of Pre-configured Systems (PCS) as implementation accelerator.)
The system landscape must be defined. Definition involves stating the purpose of each SAP System,
providing each system with a system identifier, and establishing a transport route between the
systems for the distribution of Customizing and development efforts. Clients are then distributed in
this landscape. Once the system landscape has been defined, an implementation strategy is created
for both the set up and maintenance of the systems and clients within this landscape.
Although many implementations begin with a single SAP System (knowing additional systems will
be added), the system landscape should be established from the beginning. This helps to ensure that
all Customizing and development changes are recorded and correctly distributed to the necessary
systems.
(C) SAP AG
ASAP91
3-19
Page 71 of 296
R/3 in a Three System Infrastructure

Project
Procedures
Quality Assurance
System
Development
System
Data Transfer
Production
System
Transport
Copy
SAP
Client
000
QAS
DEV
Three database infrastructure with

Development, Quality Assurance
and Production Systems
Complete testing of development
and upgrades possible
PRD
DEV
Development/Customizing System
QAS
Quality Assurance System
PRD
ProductionSystem
Suitable development environment

SAP AG 1999
A three system infrastructure is the ideal solution for most customers:

It affords you unlimited testing of your development.
You can implement system upgrades without disturbing your live system.
With a separate quality assurance system you can integrate developments and run consistency
checks on objects for transport before they are introduced to the production system.
This three system solution supports the R/3 System Landscape - System and Client Deployment
Strategy which has the following aims:
Development, quality assurance and production should take place in separate environments.
In the event of data loss, you should be able to restore a client with consistent data.
Transport systems for setting up and maintaining the system infrasturcture are predefined.
The infrastructure supports the import of business data from an existing system.
(C) SAP AG
ASAP91
3-20
Page 72 of 296
Initial Project
Planning
Project
Procedures
Project Kickoff
QC
Training Project
Planning Phase
Technical Req.
Req.
Planning
SAP AG 1999
The purpose of this work package is to create a project team training plan including business
processes, SAP system functionality, and organizational change management. During the Training
Project Planning Phase, initial project planning for end user training and documentation takes place.
This includes aligning and analyzing the training and documentation strategy with the overall
implementation strategy and Project Plan.
(C) SAP AG
ASAP91
3-21
Page 73 of 296
Create Project Team Training Plan
ASAP Roadmap
Project
Preparation
Business
Blueprint
Realization
SAP Training Courses:
Final
Preparation
Training Project
Planning
Phase
Continuous
Improvement
Go Live &
Support
focused on management and project team

comprise level 1 (awareness), level 2 (readiness) & level
3 (proficiency)
should ideally have been completed for levels 1 & 2 by
end of Project Preparation (ASAP phase 1)
address function and use of the SAP product
Accelerator:
Training Services for
the Project Team
Note!
Management and project team may have training needs

in addition to SAP product. These should also be
addressed in the training plan
SAP AG 1999
The purpose of this activity is to create a training plan for the project team involved in the SAP
implementation. While training costs can be viewed as relatively expensive, it is critically important
that the project team be given this training. Once initial training is completed, the project team has a
much better understanding of basic SAP functions, how configuration works, and how to maximize
SAPs impact to meet your business requirements. This initial training does not cover user training
it will be addressed later in the implementation.
Key factors during this activity include:
Background of each team member
Specific area of business involvement (application or technical)
Timing of their participation during the implementation.
When developing plan, decide which courses are to be conducted at an SAP training center, or at the
companys site. The project team training plan is regularly updated throughout the life of the
implementation.
Levels of courses in the SAP curriculum: LEVEL 1, awareness - introductory to provide overview of
SAP product features & functions, SAP services & support, implementation framework (ASAP), and
SAP specific terminology; LEVEL 2, readiness - core business process courses to enable individuals
to apply SAP to a companys processes; & LEVEL 3, proficiency - advanced courses for individuals
to acquire customizing & other detailed functional and technical SAP related expertise.
(C) SAP AG
ASAP91
3-22
Page 74 of 296
Align End User Training & Doc Strategy

Training Project
Planning
Phase
Tasks
Review Implementation Project Strategy
Draft End User Training and Documentation
Develop End User Training and Documentation
Recommendations
Prepare and Conduct End User Training and
Documentation Project Alignment Meeting
Accelerators:
End User Training and Documentation Project Plan
End User Training and Documentation Plan
End User Training and Documentation Needs Assessment
SAP AG 1999
The purpose of this activity is to align the end user training and documentation strategy with the
overall implementation strategy.
Prerequisites:
Trigger: Education of the end users on the business needs and functions of the SAP system.
Input: ASAP End User Training and Documentation Methodology,Implementation Strategy / Plan,
Implementation Project Plan, Implementation Budget and Resource Plan(s)
Result:
Output - Draft versions of the following: End User Training and Documentation Needs
Assessment, Preliminary End User Training and Documentation Project Plan, Preliminary End
User Training and Documentation Plan,Alignment meeting agreement signed by all parties
involved.
(C) SAP AG
ASAP91
3-23
Page 75 of 296
Initial Project
Planning
Project
Procedures
Project Kickoff
QC
Training Project
Planning Phase
Technical Req.
Req.
Planning
SAP AG 1999
The purpose of this Workpackage is to formally announce to the company the initiation of the R/3
project, which includes the overall goals, detailed task plans, and processes. Consultants, steering
committee, senior management, project managers from the company and SAP, and any other
implementation partners must be involved. The kickoff meeting is focused on the company as a
whole, while the project team standards meeting is focused on the project team.
Activities
Kickoff meeting
Project team standards meeting.
(C) SAP AG
ASAP91
3-24
Page 76 of 296
Kickoff Meeting
Project
Kickoff
Motivate the individuals involved and

bring them together as a team
Explain the implementation strategy,
timeline, and project goals and
objectives.
Clarify team member roles,
responsibilities, and common objectives
SAP AG 1999
This milestone activity is a critical checkpoint that officially launches the R/3 implementation project
to the entire company. Be sure to allow adequate time for questions and answers, as some issues
could require clarification.
Prerequisites:
Trigger: Professional services agreement.
Input: Project charter, implementation strategy, project organization, project plan.
Result:
Output: Kickoff meeting report; copies of presentation documentation; project charter; project
team; organizational chart; project logistics and standards; project work plan; communication
directory and standards.
Outcome: Official start of the project; presentation of the input mentioned above; explanation for
any issues or questions about the project from the kickoff meeting participants.
This meeting should be conducted with high energy and should be attended by company senior
management. A strong first impression is important to momentum.
(C) SAP AG
ASAP91
3-25
Page 77 of 296
Project Team Standards Meeting

Project
Kickoff
Project communication plans,

meetings and schedules
Project
Standards
and
Procedures
Project documentation including

deliverables
Testing strategies
Scope and issue management
Configuration documentation
Planning and monitoring strategy
SAP AG 1999
The purpose of this activity is to prepare and conduct an information meeting with all team members
to discuss project standards and procedures . It is important to ensure that the entire project team is
aware of these standards and procedures, so that project deliverables are both uniform and easily
referenced.
Prerequisites:
Input: project charter, project plan, project organization, project standards prepared in previous
work package
Result:
Output: Approved project standards
Outcome: A list of project standards that all team members are aware of, and understand. This is
essential for a smooth running project.
(C) SAP AG
ASAP91
3-26
Page 78 of 296
Initial Project
Planning
Project
Procedures
Project Kickoff
QC
Training Project
Planning Phase
Technical Req.
Req.
Planning
SAP AG 1999
The purpose of this Work Package is to identify the technical requirements needed to implement the
R/3 System, and clarify the customer's expectations. Hardware sizing must also be reviewed and then
procured.
Activities
Identify technical requirements
Procure hardware.
(C) SAP AG
ASAP91
3-27
Page 79 of 296
Technical Requirements Planning Activities
Identify Technical Requirement
Technical Req.
Planning
Tasks
Complete Technical Questionnaires
(use SAP QuickSizing)
Define Technical Infrastructure Needs
Procure Hardware
Tasks
Size Initial Hardware
Review System Sizing Results
Approve Sizing Results
Order Initial Hardware
Order Remote Network Connection
SAP AG 1999
Identify technical requirements - The purpose of this activity is to identify the technical
infrastructure needed to implement R/3, and to clarify the customer's expectations. The triggers for
this activity are that the contract is signed and the customer has chosen a hardware and database
platform to support R/3. The inputs for this activity are: Results of kickoff implementation meeting,
results of hardware vendor's hardware proposal, any relevant proposal from technical service
providers (for example, network services).
Procure Hardware - The purpose of this activity is to determine the technical hardware needed for the
development environment, to place the hardware order with the appropriate vendor, and to determine
the estimated lead time for the production system hardware order.
(C) SAP AG
ASAP91
3-28
Page 80 of 296
Initial Project
Planning
Project
Procedures
Project Kickoff
QC
Training Project
Planning Phase
Technical Req.
Req.
Planning
SAP AG 1999
The purpose of this Workpackage is to provide final verification of all prior project planning and
deliverables from this phase. It is critical that regular quality checks be performed throughout the
phase, as tasks are completed. All issues regarding scope, project environment, and initial technical
setup must be addressed.
Activities:
Perform quality check and obtain approval.
(C) SAP AG
ASAP91
3-29
Page 81 of 296
Perform Quality Check and Obtain Approval
QC
Tasks
Conduct Quality Check
Sign off Project Preparation Phase
Accelerators:
Concept Check Tool
Project Signoff Form
SAP Service
Project Review Program
SAP AG 1999
The purpose of this activity is to review deliverables for completeness and accuracy. Quality checks
are performed as specific tasks are completed. However, it is also critical to review deliverables in
total because individual results from one task can have an adverse impact in another area of the
project.
Prerequisites: Trigger - Phase 1 activities have been completed; Input - Phase 1 deliverables.
Result: Output - Complete and formal signoff of Phase 1; Outcome - Approval to proceed to Phase 2.
Conduct quality check: The purpose of this task is to collect and review the status of all deliverables
from this phase to ensure that all activities, tasks, and deliverables are complete.This is an internal
quality check carried out by the project manager and should not be confused with determine quality
assurance standards, which addresses external, independent quality checks. See also the check lists in
the activity.
Signoff Project Preparation : The purpose of this task is to obtain signoff by the project
management, confirming that all deliverables are complete and accurate. Once signoff has occurred,
the project proceeds to Phase 2.
(C) SAP AG
ASAP91
3-30
Page 82 of 296
Implementation
Roadmap
Phase 1
Project Preparation
Phase 2
Business Blueprint
Phase 3
Realization
Phase 4
Final Preparation
Legend:
Phase 5
Go Live & Support
Unit
Unit
Topic
Topic
SAP AG 1999
(C) SAP AG
ASAP91
3-31
Page 83 of 296
Phase 2: Business Blueprint: Objectives

Explain the activities and tasks that are important
in the Business Blueprint Phase of your
implementation project
Explain the importance of the Question and Answer
Database (Q&Adb)
Work through the most important configuration
steps using the appropriate ASAP tools
SAP AG 1999
(C) SAP AG
ASAP91
3-32
Page 84 of 296
The Purpose of Phase 2: Business Blueprint
ASAP Roadmap
Continuous
Improvement
Project
Preparation
Final
Preparation
Business
Blueprint
Realization
Go Live &
Support
SAP AG 1999
The purpose of this phase is to create the Business Blueprint, which is a detailed documentation of
the results gathered during requirements workshops. Furthermore, the Business Blueprint documents
the business process requirements of the company. On this basis, you achieve a common
understanding of how the company intends to run its business within the SAP system.
During this phase, you also:
Refine the original project goals and objectives
Define the Baseline scope
Refine the overall project schedule and implementation sequence
(C) SAP AG
ASAP91
3-33
Page 85 of 296
Business Blueprint - Roles & Key Focus

Phase
Content
Role
Groupings
Steering
Sponsors
Project Mgt
Proj Mgt
Org Chg
Mgt
Proj Team
Training
***************
Review,
Status Mtg &
Steering Mtg
Org Impact/
Risk / Sponsor
Org Structure
Guidelines/
Workshops
Project IMG/
Master Records
Attend PTT
Refine Proj Plan
Training
Team Bldg
Activities
Training
Effectiveness
EUT & Doc

strategy/delvy
Org Impact/
Risk / Sponsor
Attend PTT
Attend PTT
Security
QC
Determine
Enhancements
Signoff
Signoff
Approve Tech
Design
Comm/ Doc,
Issue Mgt
Customer
Bus Proc
Definition
Attend PTT
Consultant
Change
Org
Structure
Steering
Meetings
**************
Technical
Dev Sys
Envnmt
Assemble Bus Quality Check

Blueprint
Signoff
***************
Requirement
BP/ARICE
Deficient
Areas
**************
Tech Design/
Set up Dev
Env/ Install
h/w, printers,
networks
Org Structure
Guidelines/
Workshops
Org
Optimization
Analysis
Set up Proper
Authoriz. Files
SAP AG 1999
These are the primary roles in an SAP Implementation (all the roles are defined in the IA).
issues.
roles.
Share Focus items are noted by the ************ brackets.
(C) SAP AG
ASAP91
3-34
Page 86 of 296
Phase 2: Business Blueprint - Work Packages (1)
Project Management
Training Business Blueprint Phase
QC
Business
Process Definition
Business
Org. Structure
SAP AG 1999
(C) SAP AG
ASAP91
3-35
Page 87 of 296
Project Management
Project Management Check List

Documentation
Prepare and attend

status meetings
Prepare and attend
steering committee
meeting
Correct project
variances
Refine project plan
Change Management
Team building
activities
Configuration
SAP AG 1999
The purpose of this work package is to establish a proper cycle of project management activities to
ensure that the implementation project is on target. It determines all project planning, controlling and
updating activities. It also identifies where changes in the relationship between business processes
and the organizational structure need to be managed, in consultation with departmental management.
The same work package is also in the subsequent phases.
Note the Project Review Program which is provided as an SAP service. Reviews can be scheduled
throughout the duration of the project. A review provides an independent and objective management
review of the customer implementation project, identifies any risks to the project goals and
recommends appropriate corrective actions.
(C) SAP AG
ASAP91
3-36
Page 88 of 296
Activities
Create Business Impact Map
Develop Sponsorship Strategy
Establish Change Communications
Framework
Accelerators:
Business Impact Map Guidelines
Change Management White Paper
Effective Project Communication White Paper
SAP AG 1999
The purpose of the organizational change management work package is to address the organizational
and human resource factors that impact the SAP implementation, ensuring the timely success of the
SAP implementation. The organizational change management work package includes a series of
change processes that allow the change team to manage organizational risk, accelerate the SAP
implementation, and optimize organizational processes. These organizational change management
processes ensure that the change team understands and manages the organizations perceptions of
and responses to the changes that will occur as a result of implementing the SAP System
A business impact map can be used as a starting point in the organizational change management
process, allowing the Core Change Team to prioritize components of the change plan by gauging the
magnitude and timing of the anticipated changes
Sponsorship at the executive level provides the real and symbolic evidence that gives the project
credibility, a critical early requirement. Sponsorship at the local level ensures that the project gains
and retains momentum as it progresses.
Construct a formal communications framework in support of the SAP implementation. This
framework outlines the approach for sharing project-related information across the organization.
(C) SAP AG
ASAP91
3-37
Page 89 of 296
Training
Activities
Conduct Project Team Training
Analyze End User Training and
Documentation Strategy
Prototype End User Training and
Documentation Deliverables
Accelerators:
Project Team Training Template
Curriculum Planner
Training Environment Setup and Considerations
Knowledge Warehouse (Information)
SAP AG 1999
The purpose of this work package is to finalize preparations and conduct project team training. Also
during the Training Business Blueprint Phase, finalize the end user training and documentation
strategy, and prototype the end user training and documentation deliverables.
Conduct project Team and change Team training for team members to obtain SAP functional and
technical knowledge. This training enables the project team to start to match the system requirements
with SAP functions during the Business Blueprint phase. For the change team this training allows for
a basic understanding of functional and technical issues to enhance their credibility as they support
the SAP implementation.
Analyze the end user training and documentation strategy and finalize the plan for developing the
training content and documentation, and training delivery. The tasks involved with this activity will
occur at times simultaneously with the tasks of Prototype End User Training and Documentation
Deliverables. The following process flow illustrates the tasks involved in this activity and the actions
to follow.
Design and develop a training and documentation prototype, and analyze and determine the system
requirements necessary for conducting training. The tasks involved with this activity will occur at
times simultaneously with the tasks of Analyze End User Training and Documentation Strategy.
(C) SAP AG
ASAP91
3-38
Page 90 of 296
(C) SAP AG
ASAP91
3-39
Page 91 of 296
Project Management
QC
Business
Process Definition
Business
Org. Structure
SAP AG 1999
The purpose of this work package is to install and configure the development system. Within this
work package, you must setup the development system environment, define system administration
procedures, and initialize the IMG in preparation for the start of implementation.
(C) SAP AG
ASAP91
3-40
Page 92 of 296
Create Technical Design

Develop System
Environment
Tasks
Document Physical System(s) Layout & Distribution
Define and Document Printing Infrastructure
Document Network Topology
Document Interface Topology
Rele
upg ase
r
stra ade
tegy
Define Desktop Management Strategy

Approve Technical Design
Accelerators:
IT Infrastructure Document
R/3 Security Manual
SAP AG 1999
The purpose of this activity is to check the communication diagrams for each of your company's
business areas that were created in the project preparation phase. These describe the future
applications architecture. Check them against the processes and functions you have determined. Use
this documented applications architecture for a detailed analysis of your hardware, operating system,
database, and network requirements. In particular, check where organization units will be working,
with which applications systems, and what requirements result (lines to be laid, for example). Also,
check for particular processes used at particular places that call for special requirements (for different
screen sizes, PC configurations, and so on).
It is recommended you seek support from your hardware partner for this work.
Finally, the steering committee has to give approval for the technical design of the system landscape
meeting the needs of this R/3 implementation.
Note that the SAP Technical Operations Manual (also known as the Systems Operations Manual
Template) is also a relevant information resource.
(C) SAP AG
ASAP91
3-41
Page 93 of 296
Set Up Development Environment

Develop System
Environment
Tasks
Install Initial Hardware
Verify Initial System Technical Environment
Install Development System
(SAP Software and DB Installation)
Install Desktop Components for Project Team Members
Set up User Master Records for Project Team
Secure Development System
Install and Configure Printing Services for Project Team
Configure Remote Network Connection
Set up Remote Connection to SAP B
Accelerators:
Installation Guide on SAPNet
Authorization made easy - Guidebook
SAP AG 1999
Purpose: Install and configure the technical environment for the development system.
Install initial hardware: The purpose of this task is to engage the services of the hardware vendor to
install the appropriate hardware, install any additional dependent hardware defined during
identification of technical requirements (for example, printers, additional servers, network devices,
routers) and connect the hardware to the existing network. It is important to request that the hardware
vendor perform appropriate post-installation hardware exercises (for example, verify tape device,
verify disk devices).
Install development system: The purpose of this task is to install the development system and
perform post installation activities as described in the SAP Installation Guide.
Set up user master records for project team: The purpose of this task is to create user master records
for project team members, with the proper authorization profiles necessary for the development
system. These profiles should be created in the SAP master Client 001, so they can be propagated to
other clients when they are created. None of the project team staff should be prevented from carrying
out any business application functions in the development environment Customizing client. This
ensures they can all model whole business processes in your system, without restrictions.
(C) SAP AG
ASAP91
3-42
Page 94 of 296
Service
Develop System
Environment
Functions
Problem requests
SAP /
Branch
Customer
/ CCC
Notes
SAPNet - R/3
Frontend
or
Hot News
Online corrections
SAPNet - Web
Frontend
Service requirements
SAP software change registration
Training details
Project milestones for service
Maintenance of Customer Master Data
Partner
CCC = Customer Competence

Center
SAP AG 1999
CCC - a Customer's own, R/3 focused, internal support linked to SASupport Services. Refer to the
Implementation Assistant under Implementation Accelerators for the accelerator - Customer
Competence Center (CCC) Program.
SAPNet - R/3 Frontend (formerly Online Service System (OSS)) provides the infrastructure for
SAP's R/3 Service & Support and is the primary medium for problem management. It is the
technological link between customers, SAP partners and SAP. Beyond this, SAPNet - R/3 Frontend
provides access to valuable information about known problems and helps you resolve them on your
own or with the help of the SAP Support Team. You have free access to SAPNet - R/3 Frontend
wherever you are 24 hours a day.
SAPNet Web Frontend is SAPs Internet/extranet solution. The features of the SAPNet R/3
Frontend are being migrated consecutively into SAPNet Web Frontend. The following are
examples of tasks that can now be performed via SAPNet:
Searching for SAP information
Searching for R/3 notes
Downloading SAP patches
Requesting new SAPNet users
Requesting SSCR keys.
(C) SAP AG
ASAP91
3-43
Page 95 of 296
System Administration
Develop System
Environment
Tasks
Conduct Basis and System Administration Workshop
Define System Administration for Development System
Configure CCMS (Computer Center Management System)
Define Backup Strategy
Verify System Administration Functions
Define Periodic System Maintenance Procedures
:
Accelerators
R/3 Knowledge Products
SAP AG 1999
The purpose of this activity is to define, test, and exercise the system administration procedures for
the development system. These tasks are an ongoing process throughout the Business Blueprint
phase.
Define system administration for development aystem: The purpose of this task is to define the
system administration activities and procedures for the development system by using the referenced
check list to provide procedures for each activity. Document each activity and assign it to an
appropriate team member for ownership. Each owner is responsible for documenting and executing
the activities.
Configure the Computer Center Management System (CCMS) system. CCMS allows you to
monitor, control, and configure your R/3 System. It allows automation of many administrative tasks,
reducing the chances of error and enabling in many cases unattended 24 hour system management
from within the R/3 System. The responsible person defined in Define System Administration for the
Development System should complete the CCMS tasks.
Verify system administration functions: The purpose of this task is to initially test and work with
system administration functions defined and configured in Define system administration for
development system. It is important that this is an ongoing procedure.
(C) SAP AG
ASAP91
3-44
Page 96 of 296
Initialize IMG
Develop System
Environment
Tasks
Generate Project IMG
Data
Scope
Views
Member
Status
Country
SAP
Reference
IMG
IMG-Link
Define Project
Manually
Keywords
Doc Types
Name
Transport
Cross Reference
IMG - Link
Dont Generate Project IMG
Accelerators:
Working with Project IMGs
ASAP IMG-Link
SAP AG 1999
The purpose of this activity is to create the Implementation Guide (IMG ). It is important to create an
IMG so that the Customizing process and documentation tasks are easier. The IMG is used as a
reference at the last stages of business process definition, therefore you want to have this in place
before beginning that Work Package.
Use Project IMGs to do your project planning and control customizing work. When you set up your
Project IMGs or Release projects, be sure to keep to the standards you defined in the Project
procedures work package under the project documentation task for using status indicators, for
scheduling, and for documentation.
There are two methods of generating the Project IMG:
The Manual creation of the Project IMG. This is the more common method, whereby consultants
manually identify the components of the IMG that must be configured according to the project
scope.
The Automatic generation of the Project IMG from the ASAP Question & Answer database
(Q&Adb). This is a new function that uses the scope settings within the ASAP Q&Adb and
transfers them automatically into the R/3 project IMG. Please refer to the accelerator below for
more information.
(C) SAP AG
ASAP91
3-45
Page 97 of 296
Project Management
QC
Business
Process Definition
Business
Org. Structure
SAP AG 1999
The purpose of this Work Package is to define the enterprise organizational structure using SAP
organizational units, such as company codes and sales organizations.
In conducting the organization structure workshop, several topics are discussed, including:
What enterprise process areas and business processes will be used in the system
What organizational units within the company will be affected by the implementation
(C) SAP AG
ASAP91
3-46
Page 98 of 296
Define Business Organization Structure

Business Org.
Structure
Tasks
Schedule Organization
Structure Workshop
Distribute Organization
Structure Guidelines
Business Strategy
Organization
Conduct Organization
Structure Workshop
Recommend and Approve
Accelerators:
Organization Structure Presentation
Structure Modeling with Structure Modeler
SAP AG 1999
The purpose of this activity is to prepare for business organization structure workshops to define the
organizational structure of the company within the system. The organizational structure is
established to give structure to the Logistic and Financial Enterprise Process Areas.
Prerequisites:
Input: Enterprise process area scope document (Sample Scope Document).
Result:
Output: Documented organization structure for the company.
Outcome: The organization structure is signed off and is ready to be implemented.
(C) SAP AG
ASAP91
3-47
Page 99 of 296
Q&Adb Structure
1
Business Strategy
Organization
General Settings
Master Data
Business Processes
Cross-application
User Roles
Basis
Development
QAdb
Report
Unplaned Situations
Issues
User Profiles
User
QAdb
QAdb
SAP AG 1999
Business strategy sections contain items designed to collect info about the general business strategy
and the implementation.
The Organization structure level contains items that describe the system organization structure, the
framework in which the R/3 system is configured.
The General settings section contains elements of the Implementation Guide (IMG) of overall
importance for Business Blueprint phase to setup the R/3 system properly.
The Master data section contains items that describe the master data structure that controls the
behavior and implementation of an R/3 system.
The Business processes area of the Q&Adb contains the process structure items as represented in the
R/3 Reference Model.
The Cross application section refers to all data objects (tables, entities or processes) that relate to
more than one business application.
The Basis area of the Q&Adb does not gather Business Blueprint requirements but must be included
for navigational purposes and technical reasons of the ASAP IMG-Link.
The Training and documentation section collects information about the planned training and
documentation standards in an R/3 implementation.
The User Role node contents all the SAP user roles (based on Release 4.6B of the R/3 System). The
project team can use these roles to analyze the project-spesific requirements for user profiles.
The content of the Development area is created automatically by the application. It is designed to
hold all functional specification documentation data that you entered in the Associated Items box
(C) SAP AG
ASAP91
3-48
Page 100 of 296
Associated Items 1
Associated Items
Business Analysis
Business Strategy
Organization
General Settings
Master Data
Business Processes
Cross - Application / User Roles
SAP Documentation
IDES Documentation
Basis
Development
QAdb
Report
Unplaned Situations
Issues
User Profiles
User
Question
CI Template
BP Transaction
User Roles
Project Documentation
QAdb
QAdb
SAP AG 1999
The questions enable you to gather requirements on specific business scenarios and their processes.
A Question may appear within several structures. The answer to a question on a specific occurrence
within any structure is visible on all other occurrences using that question. While answers given to a
question are visible at all occurrences, questions can only be answered and answers can only be
changed at the current structure level. These questions are open-ended and promote the flow of
information between you and the consultants who will configure your system. Using your answers as
a guide, consultants define your companys requirements in detail and adapt process models to
reflect your companys needs.
The user roles enables consultants in the Blueprint phase to identify, adapt and describe SAPdelivered user roles based on project-specific requirements.
The CI template sections form the heart of the business blueprint document. It is important to
provide as much information as possible when entering your answers in these sections. In some cases
the information may not be known at the Blueprint stage, if this occurs, it should be noted in the CI
template answers. For example, when you enter the Authorization Considerations question during
the Business Blueprint phase only high level information is available. As this changes, the Q&Adb
should be updated with detailed authorization requirements.
During the initial Q&Adb setup, you specified the path to SAP and IDES documentation. This
documentation is available for view only and cannot be changed. If a SAP or IDES document is
available for a selected function, the name of the document displays in the Associated Items box.
Click the document to view it.
You may add, view, or delete documentation to the Project Documentation folder in the Associated
Items box. It is recommended to put all documents to the Project Documentation directory so that the
document can be found in the Q&Adb directory.
(C) SAP AG
ASAP91
3-49
Page 101 of 296
Associated Items 2
Associated Items
Information
Technical Analysis
Status
Organizational Units
Conversions
Not Yet Processed
Input / Output
Interfaces
In Process
Functions
Reports
On Hold
Forms
Completed
Where used - Enterprise areas
Other Development
Predefined
Where used - Scenario
Note: Availability of Associated

Items Objects depends on
Structure Level
SAP AG 1999
The associated items frame on the right side of the screen is a reference structure user interface work
area and a display area for user entered information. The associated items displayed are linked to
reference structure items you currently selected.
(C) SAP AG
ASAP91
3-50
Page 102 of 296
Issues Database
Edit
View
Reports
Administrative
Issues
All Issues
All Issues
Current View
Closed Issues
Open Issues
Open by Person
....
Open Issues
Unsolved
Problems
Documentation in Issue Editor

Classification
Priority,
Priority, Status
Project phase
Date required
Responsible
Date resolved
Listing in
EXCEL Table
Issue Resolution
SAP AG 1999
In the issues database, open issues can be centrally formulated and linked with the necessary
information, such as:
- Classification (business process, project lead...)
- Priority (low, medium, high)
- Project phase (Project Preparation, Business Blueprint...).
- Date required
- Date resolved
- Issue Resolution
The issues database includes an editor to describe the problem and its solution in detail. The database
saves the date of entry of an issue.
You can display the contents of the issues database in an MS Excel spreadsheet using the Reports
--> Issues --> All Issues function.
(C) SAP AG
ASAP91
3-51
Page 103 of 296
Scoping
Edit
...
Set In Scope
...
View
Reports
...
In Scope
...
Structure Item A
1
2
Structure Item B
Structure Item C
3
Structure Item D
Structure Item E
Structure Item A
Structure Item C
2
3
Structure Item E
SAP AG 1999
Before you begin answering questions, decide which structure items are valid and appropriate for
your business. Setting these items In Scope, delimits the information gathering of the Q&Adb to
your specific business. It is recommended to scoping top down along the Q&Adb structure.
Any one or all hierarchy items can be set In scope by right-clicking on that item in the tree view and
choosing Set In Scope.
In Scope areas appear in yellow for easy identification.
In Scope status can be removed from individual hierarchy items as necessary by clicking the checked
Item Set In Scope menu item which removes the In scope status.
If you would like to only see the items in scope, go to main toolbar and select View->In Scope. Only
those areas that are In Scope will display in your tree structure.
(C) SAP AG
ASAP91
3-52
Page 104 of 296
Set Owner
Select Owner
Structure Item
Business Owner
Consultant
Structure Item
Structure Item
SAP AG 1999
An Owner is person who is responsible for one or many Structure items on different levels.
Turn ownership on and off to control which information is exported. Further, setting ownership
allows you to run the Q&Adb reports by owner and printing only owner-specific information.
Specifying an owner assures that if a user changes an item that has an owner assigned to it, a
warning message appears. Two types of owner can be set: business owner; and consultant.
(C) SAP AG
ASAP91
3-53
Page 105 of 296
Set Bookmarks
Edit
...
Bookmarks

Structure Item
Save Bookmarks
Goto Bookmarks
Structure Item
List of Bookmarks
Structure Item
SAP AG 1999
With the Bookmark function you can define structure items as favorites (similar to the function in
a Web-Browser) and save them with the Save bookmark option.
Later you can retrieve the favorite place with the Goto bookmarks option.
(C) SAP AG
ASAP91
3-54
Page 106 of 296
Business Strategy
Business Org.
Structure
Business Analysis
Business Strategy
Status
Question
General Enterprise Strategy
Markets
Procurement Strategy
SAP AG 1999
It is important to properly check the Enterprise process area scope document (Sample Scope
Document) in order to balance which business areas and scenarios will be covered by the
implementation. You should also do this for the business processes, as this is the level where the
information for business process workshops should be stored.
(C) SAP AG
ASAP91
3-55
Page 107 of 296
Organizational Structure
Business Org.
Structure

Organization
Business Analysis
Question
Information
Status
CI Template
Cross-application....
2
3
Controlling Area
Company Code....
SAP Documentation
IDES Documentation
Procurement....
SAP AG 1999
The Organization structure level contains items that describe the system organization structure in
which framework the SAP system is configured. In the Q&Adb, questionnaires facilitate gathering
requirements on the companys structure and processes that allow an initial mapping of the
companys business to a proposed SAP organizational structure. The answers to the questions form
part of the Business Blueprint.
The second level contains the available enterprise areas (e.g. Sales and Distribution). It is not
recommended that you change or enhance this level of the organizational structure.
A third level further defines the organization (e.g., Sales area data).
For each level you may set items in and out of scope.
(C) SAP AG
ASAP91
3-56
Page 108 of 296
Reports (Business Org. Structure)

Business Org.
Structure
Edit
- Reports
-
Reports
Scope Document
Business Strategy
Business Blueprint
All
General Settings
Master Data
Business Processes
Cross-aplication
User roles
Training and Docu.
Development
Master Lists
BPML
Development List
Authorization List
Status
Issues
Users
Scope Document
Business Strategy
Business Blueprint
Master Lists
BPML
OSL
DL
AL
View
Status
SAP AG 1999
Reports allows you to display project documentation in different forms, and creates a report structure
in the Q&Adb.
(C) SAP AG
ASAP91
3-57
Page 109 of 296
Project Management
QC
Business
Org. Structure
Business
Process Definition
SAP AG 1999
The purpose of this Work Package is to define the company requirements based on SAP business
processes, to provide the required functions. You must first define your organizational structure. The
business process definitions create your Business Blueprint.
(C) SAP AG
ASAP91
3-58
Page 110 of 296
Business Process Definition

Business
Process
Definition
INPUT
Business Process
OUTPUT
Definition
Business Process
Questions
Business Analysis
Questions
CI Template
BP Transactions
R/3 Reference
Structure
Technical Analysis
Organizational
Structure
Functional
Specifications
Business
Blueprint
Master
Lists
SAP AG 1999
After the definition of the organization structure, you define the business processes of the company
in terms of the R/3 System.
The Q&Adb is the tool supporting the definition of the business processes. You can use the CI
(Customer Input) template and the business process questions within the Q&Adb to support the
preparation and completion of the business process definition. For detailed analysis, you can access
external tools for modeling the business processes via the Q&Adb.
Generating the Business Blueprint gives you the companys business process requirements in one
document.
Generating Business Process Master List gives you the business processes which are in scope for
Customizing in the Realization Phase.
(C) SAP AG
ASAP91
3-59
Page 111 of 296
Prepare for Business Process Workshops

Business
Process
Definition
Tasks
Schedule Business Process Workshops
Conduct Business Process Guideline
Workshop
Input
Sample
Scope Document
SAP AG 1999
The purpose of this activity is to ensure efficient business process workshops. This means
determining who attends, which business processes are discussed, and other applicable topics. To
ensure effective meetings, you should send all relevant materials and business process guidelines to
the participants prior to the workshops.
Prerequisites:
Trigger: Business organization structure has been defined.
Input: Initial Project Scope, resource plan.
Result:
Outcome: Prepared project team.
(C) SAP AG
ASAP91
3-60
Page 112 of 296
Conduct General Requirements Workshops

Business
Process
Definition
Tasks
Determine General Settings
ISOISO-Norms
DM
USD
CHF
DE
US
CH
Determine Enterprise Standards

Numbering systems,
systems, Chart of accounts ...
Accelerators:
Implementation Guide
R/3 Online Documentation
SAP AG 1999
The purpose of this activity is to analyze your standardization aims (general settings) and the
constraints to which they are subject. This activity deals with determining whether standardization is,
or ought to be, one of your objectives.
Examples of candidates for standardization include:
Currencies
Calender
Numbering systems
Charts of accounts
Statistics
Units and measurement
Balance sheets and profitability analyses
Handling of procedures, rules and standards for data transfer
Prerequisites
Input: Enterprise area scope document (Sample Scope Document)
Output:
Completed general settings and master data questions in the Q&Adb
Documented enterprise standards
(C) SAP AG
ASAP91
3-61
Page 113 of 296
General Settings and Master Data

Business
Process
Definition

General Settings
Business Analysis
Question
CI Template
Set Countries
Set Currencies....
Information
Technical
Analysis
BP Transaction
Status
SAP Documentation
Master Data
IDES Documentation
General Master Data
General Master Data....

3
Material Master....
Serial Numbers....
SAP AG 1999
Result:
Output: Completed general settings and master data questions in the Q&Adb and documented
enterprise standards
(C) SAP AG
ASAP91
3-62
Page 114 of 296
Requirements Workshops
Conduct Business Process Workshops

TASKS
Business
Process
Definition
Determine Business Process Requirements

Determine the Need for Extended Functions
Determine Reporting Requirements
Determine Required Interfaces
Determine Conversion Requirements
Determine Required Enhancements
Clarify Deficient Areas
Refine Business Process Descriptions and Models
Determine Need for Additional Detailed Workshops
Schedule Detailed Requirements Workshops
Conduct Detailed Requirements Workshops

TASKS
Determine Detailed Requirements

Refine Business Process Descriptions and Models
SAP AG 1999
Conduct Business Process Workshops

Purpose is to conduct the business process workshops to determine all requirements including:
Business process; reporting; interface; conversion; enhancements; and authorization.
The business process workshops are crucial. Their results subsequently create the Business
Blueprint. It is necessary to use the questions in the Q&Adb to determine business requirements, and
to complete a Customer Input form for each Business Process.
Trigger: Business process workshop schedule completed and confirmed, General Requirements have
been determined.
Input: Business process workshop schedule, enterprise process area scope document (Sample Scope
Document), Q&Adb.
Output: Completed Q&Adb components.
The R/3 Reference Model, Knowledge Corners, and Business Process Procedures are helpful in
explaining the relevant business processes.
Conduct Detailed Requirements Workshops
The purpose of this activity is to capture detailed requirements related to business processes, and
review areas identified as deficient. In addition, clarify requirements and refine business process
definition, (for example, pricing workshop).
(C) SAP AG
ASAP91
3-63
Page 115 of 296
Requirements Workshops - Analysis 1

Business
Process
Definition

Business Processes
Business Analysis
Question
CI Template
Enterprise Areas
Scenarios
Information
Technical
Analysis
BP Transaction
User Roles
Status
Process Groups
SAP Documentation
IDES Documentation
Processes
User Roles
1
SAP AG 1999
The Q&Adb questions and the corresponding process models are used to facilitate and frame the
gathering of company input.
The questions concerning the business process are dependent for their content on the respective
business process. The answers can either be freely formulated or are given:
Yes, No, Unanswered
Answer list
The questions concerning the CI template are the same for all business processes and can be
answered freely.
You can document user roles by answering business process questions and CI templates, which
contain special sections such as job descriptions and autorizations considerations. In particular, you
see which transactions are assignet to a user role. In this section the project team members can gather
all the business requirements needed to define a user role.
(C) SAP AG
ASAP91
3-64
Page 116 of 296
Requirements Workshops - Analysis 2

Business
Process
Definition
Technical Analysis
Conversions
Business Processes
Interfaces
Enterprise Areas
Reports
Forms
Processes
Functional
Specification
Form
Other Development
Development
Technical Anaylsis
Enterprise Areas
Documents
Functional
Specification
Form
SAP AG 1999
The Functional Specification form is used during the Blueprint Phase to identify and describe the
functions of any programming that must be done for the project. It should be used for all types of
programming (i.e. conversion, interfaces, reports, enhancements, extensions, matchcodes, forms
etc.). There are different sections (and fields) to be filled out based on programming type, so not all
fields on the form are required. The content of the Functional Specification Form will automatically
be transferred to the Development List.
In order to create a Functional Specification follow the instructions below:
1. Click the right mouse button. Result: A drop down menu appears.
2. Click the menu item Add. Result: A dialog box appears allowing you to select an existing or
entering a new file name.
3. Enter a document title and select OK in the dialog box. Result: You are notified that the
document does not exist and will be requested to confirm if you want to create it. The
appropriate application starts and a predefined Functional Specification form displays.
4. Enter data, edit and save the form as appropriate within the associated application.
Result: The document name appears in the Associates Items box of the Q&Adb were you have
access to it. Note: Simultaneously, when you press the OK button, the document will also be
included in the left hierarchy under Development
(C) SAP AG
ASAP91
3-65
Page 117 of 296
Requirements Workshops - Modeling

Business
Process
Definition
External Modeling Tools
Analyze Business Processes

Business Processes
Diagram
Explorer(Intell
(Intellicorp)
Diagra
m Explorer
icorp)
Arisfor
forR/3
R/3(IDS)
(IDS)
Aris
Enterprise Areas
RPModeler
Modeler(CASE
(CASEwise
wise)
EERP
)
Scenarios
LiveModel
Model(Intellicorp)
(Intellicorp)
Live
Process Groups
Processes
Determine coverage level

high
medium
low
SAP AG 1999
You can use external modeling tools to compare enterprise process areas, scenarios, and processes
with the R/3 Reference Model.
In addition to installing the tool you wish to use, you also need to choose the relevant tool under
Business Modeler in the User Maintenance in the ASAP Adminstration Tool.
The comparison with the R/3 Reference Model clarifies to what extend your own business processes
can be covered by the R/3 business processes.
The business fit can be high, medium, or low. The measures that need to be taken to achieve this
depend on the analysis:
High, through Customizing
Medium, through enhancement
Low, own transactions.
If an enhancement is necessary, it can be documented in the structure of the Q&Adb on each level by
adding customer-defined objects.
Copying of objects is supported on every level.
(C) SAP AG
ASAP91
3-66
Page 118 of 296
Requirements Workshops - Dominant Entry

Business
Process
Definition

Business Processes
Subordinate to Dominant
Process
Enterprise Areas
Scenarios
Process Groups
Processes
Identifier
D
Scenarios
Dominant entry
Subordinate entry
Process Groups
Processes
5
SAP AG 1999
If an existing business process appears in more than one scenario, one of the scenarios can be
defined as the dominant entry and the other as a subordinate entry.
You can check the scnearios where a certain business process appears by choosing the business
process (alternate mouse button) and choose 'View Dominant'. In this list you can see all scenarios
for which you can define your current scenario/business process relationship as a main entry. For
example, if you choose one of the scenarios, it will be regarded subordinate to your current
scenario/business process relationship.
Dominant and subordinate entry are marked in the structure accordingly:
D = Dominant
S = Subordinate
All answers to the Business Process that is classified as Dominant will be stored only once and will
be shared by the Business Process that is classified as Subordinate.
If a question has the attribute global a single answer will be shared by all multiple occurrences
(C) SAP AG
ASAP91
3-67
Page 119 of 296
Requirements Workshops - BP Transactions

Business
Process
Definition
Business Process Transactions

Structure Entry
Business Processes
Business Process Transactions
Amount
Answered
In Scope
N/A
Enterprise Areas
Scenarios
Code
Transaction
DOC
MK01
Create Vendor Mstr Data
Scope
BaseLine C1-C4
Process Groups
4
5
Run
R/3 Transaction
Processes
User Profile
R/3 Information
SAP AG 1999
The description of the business processes is completed by including the related Business process
transactions in the scope of the implementation project. The number of transactions related to the
business process will be displayed on the business process transaction matrix when you choose
Business process transactions.
The business process transaction matrix shows: Code: Name of the business process transaction;
Transaction: Long text of business process transaction; Name of the business process transaction;
DOC: Link to R/3 Documentation; Scope: shows that the business process transaction is in scope;
Baseline: Indicates the business process transaction within the Baseline scope, Baseline defines the
basic scope of transactions that will be implemented; C1-C4 describe suggested cycles for
configuration tests.
The business process transaction matrix contains the default values for the business process
suggested by SAP. You should not make changes in the business process transaction matrix but in
the Business Process Masterlist, an MS EXCEL file that is based on the business process transaction
matrix. You should only make changes with the support of consultants.
It is possible to call up the corresponding transaction in the R/3 System, providing that the relevant
settings in the user profile have been maintained and the R/3 System is available.
(C) SAP AG
ASAP91
3-68
Page 120 of 296
Complete Business Blueprint

Business
Process
Definition
Tasks
Perform Organizational Optimization Analysis
Refine Project Organization and Roles
Assemble Blueprint
Re
po
Rerts
po
r ts
Identify Baseline Scope

Verify Blueprint Completeness
Accelerators:
Sample Completed Business Blueprint
Q&Adb Overview
Q&Adb User Procedures
Sample Business Process Masterlist for Baseline Definition
Test Cases and Procedures - Directory Structure and
Naming Conventions
SAP AG 1999
The purpose of this activity is to complete the Business Blueprint, which is the main deliverable of
Phase 2. The Business Blueprint serves as your conceptual master plan, and becomes a detailed
written document. This document shows you the business requirements in detail, and is the basis for
organization, configuration and, if necessary, development activities.
Prerequisites:
Trigger: Company requirements gathering is complete, CI templates are completed
Input: Completed CI templates in the Q&Adb, enterprise process area scope document (Sample
Scope Document).
Result:
Output: Completed Business Blueprint.
Protect Project: Scope, CITs, Questions
In order to avoid important project data from being overwritten, the project manager can freeze the
scope of the SAP Reference Structure as well as restrict the answering of CITs and Q&Adb
questions, and the authoring of business process questions.
(C) SAP AG
ASAP91
3-69
Page 121 of 296
Reports (Business Process Definition)

Business
Process
Definition
Edit
- Reports
-
Reports
Scope Document
Business Strategy
Business Blueprint
All
General Settings
Master Data
Business Processes
Cross-aplication
User roles
Training and Docu.
Development
Master Lists
BPML
Development List
Authorization List
Status
Issues
Users
Scope Document
Business Strategy
Business Blueprint
Master Lists
BPML
OSL
DL
AL
View
Status
SAP AG 1999
Reports allows you to display project documentation in different forms, and creates a report structure
in the Q&Adb.
(C) SAP AG
ASAP91
3-70
Page 122 of 296
Blueprint Document Review and Sign Off

Business
Process
Definition
Tasks
Prepare for Presentation of Blueprint Review
Conduct Review and Sign Off
ss
ne nt
si pri
u
e
B lu
B
Accelerators:
Business Blueprint Quality Checklist
Executive Summary of Business Blueprint Powerpoint Presentation
SAP AG 1999
The purpose of this activity is to ensure efficient business process workshops. This means
determining who attends, which business processes are discussed, and other applicable topics. To
ensure effective meetings, you should send all relevant materials and business process guidelines to
the participants prior to the workshops.
Prerequisites:
Trigger: Business organization structure has been defined.
Input: Initial Project Scope, resource plan.
Result:
Outcome: Prepared project team.
(C) SAP AG
ASAP91
3-71
Page 123 of 296
IMG - Link
R/3
Adminstration
Transfer Scope to R/3 System
...
Project
IMG
Transfer
Scope
Project
Documentation
Structure Item A
Project
Management
Structure Item C
Structure Item E
User Maint.
Maint.
R3 Info
SAP AG 1999
1. Set the scope in the Q&Adb

During the Business Blueprint phase of the project, the project team undertakes a number of detailed
workshops to define both the high-level scope and detailed scope. This scope is entered within the
Q&Adb.
2. Create Project IMG in R/3
In order to transfer the Q&Adb scope to the R/3 System, it is first necessary to create a Project IMG
through Project Administration in R/3. Specify a project name and description, select the countries
and save the Project IMG.
3. Verify R/3 Login information in the Q&Adb
Before initiating the transfer to R/3 it is important to make sure that the users parameters are set
correctly to log on to the corresponding R/3 System.
4. Generate Project IMG based on the scope set in the Q&Adb
The generation of the Project IMG will be derived from ASAP, based on the agreed scope.
In order to transfer the Q&Adb scope to the R/3 System, select:
Administration Transfer Scope to R/3 System
Only the project manager is authorized to transfer the Q&Adb scope.
(C) SAP AG
ASAP91
3-72
Page 124 of 296
Project Management
QC

Business
Process Definition
Business
Org. Structure
SAP AG 1999
The purpose of this work package is final verification of all deliverables from this phase. It is critical
that quality checks be performed throughout the phase, as tasks are completed. The Business
Blueprint ensures that everybody has an accurate understanding of the final scope of the project
regarding business processes, organizational structure, and system environment.
In addition, this includes project team member training, project standards, and strategies in the
technical area. You must address issues regarding changes in scope, impact on budget, and resource
planning.
(C) SAP AG
ASAP91
3-73
Page 125 of 296
Quality Check
Documentation
Quality Check Check List

Validate project team status
and steering committee
meeting
Verify teambuilding activities
Ensure user roles and
responsibilities
Confirm technical design
Verify development
environment/system
landscape
Validate IMG initialization
Sign off Business
Blueprint/Baseline Scope
Configuration
SAP R/3
Concept
Check Tool
SAP AG 1999
The purpose of this activity is to collect all deliverables and to review them for completeness and
accuracy. Although quality checks are performed when specific tasks are completed, it is critical to
review them together because individual results from one task may have an adverse impact in
another area of the project. Upon completion of this quality check, sign off is obtained and the
project proceeds to the next phase.
This slide lists only the most important points of the check lists for project management or quality
assurance. You can find the complete check lists for the first and last Work Package of Phase 2:
Business Blueprint in the ASAP Roadmap documentation.
(C) SAP AG
ASAP91
3-74
Page 126 of 296
Implementation
Roadmap
Phase 1
Project Preparation
Phase 2
Business Blueprint
Phase 3
Realization
Phase 4
Final Preparation
Legend:
Phase 5
Go Live & Support
Unit
Unit
Topic
Topic
SAP AG 1999
(C) SAP AG
ASAP91
3-75
Page 127 of 296
Phase 3: Realization: Objectives

Explain the Realization Phase activities of the
ASAP Implementation
Explain and demonstrate how the ASAP tools and
accelerators support the Realization Phase
activities
Work through the most important configuration
steps using the appropriate ASAP tools and
accelerators
SAP AG 1999
(C) SAP AG
ASAP91
3-76
Page 128 of 296
The Purpose of Phase 3: Realization
ASAP Roadmap
Continuous
Improvement
Project
Preparation
Final
Preparation
Business
Blueprint
Realization
Go Live &
Support
SAP AG 1999
The purpose of this phase is to implement business and process requirements based on the Business
Blueprint. The objectives are final implementation in the system, an overall test, and the release of
the system for productive (live) operation. The project team receives relevant knowledge.
(C) SAP AG
ASAP91
3-77
Page 129 of 296
Realization - Roles & Key Focus

Phase
Content
Role
Groupings
Proj Mgt
Steering
Steering
Meetings
Sponsors
Review / FU on
Recommends
Customer
Config
ARICE
Integration
Sys Admn Arch/Form
Arch/Form
Check for
Approvals
Support Plan
***************
Realization
Phase
Review
***************
Analyze Org
Implement.
Risks
**************
**************
Technical
QC
***************
Check for
Approvals
Refine Training
Define Scope &
Approve Config
Sched/ Review
**************
Test Cases/
Plans/Validate
Proj Team Risk
Approve
Completion
Assmt
***************
***************
Define
Refine Scope
Conduct
A-R-I-C-E
Config/Define
Test Cases
Test Cases
Test, Review, &
**************
Attend PTT
Approve
**************
Create,Test,
System Test
Migrate
Plans/QA &
Attend PTT
Programs &
Prod Enviro/
Procedures
Prep for ABAP
Signoff
Quality Check
Signoff
E.U. Training:
content & prep
Training
Change
Proj Team
Training
Signoff
Analyse Org
Implement.
Risks
Review, Status/
Project Mgt Cutover & Prod.

Consultant
Org Chng
Mgt
Team Bldg
Activities
Org Impact/
Risk / Sponsor
Attend PTT
Security
Org Structure
Authorize Design/
Job Functions
Create &
Register Dev
Review Strategy
Create Models
SAP AG 1999
issues.
roles.
(C) SAP AG
ASAP91
3-78
Page 130 of 296
Phase 3: Realization - Work Packages (1)
Project Management
Training Realization Phase
Baseline
Final Config.
A-R-I-C-E, Forms & Archiving,

Archiving, ABAP
System Management
SAP AG 1999
(C) SAP AG
ASAP91
QC
3-79
Page 131 of 296
Integration
Project Management
Documentation
Prepare and attend

status meeting
Prepare and attend
steering committee
meeting
Determine project
variances
Refine project plan
Determine production
support plan
Determine cutover
plan
Configuration
SAP AG 1999
Only the most important points of the check lists for project management and the quality check are
listed on this slide. The complete check lists can be found in the ASAP Roadmap documentation.
(C) SAP AG
ASAP91
3-80
Page 132 of 296
Activities
Develop Project Team Risk Management
Process
Develop Organizational Risk Management
Process
Accelerators:
Risk Assessment Sample
Change Management White Paper
Effective Project Communication White Paper
SAP AG 1999
The purpose of the organizational change management work package is to address the organizational
and human resource factors that impact the SAP implementation, ensuring the timely success of the
SAP implementation. The organizational change management work package includes a series of
change processes that allow the change team to manage organizational risk, accelerate the SAP
implementation, and optimize organizational processes. These organizational change management
processes ensure that the change team understands and manages the organizations perceptions of
and responses to the changes that will occur as a result of implementing the SAP System
A business impact map can be used as a starting point in the organizational change management
process, allowing the Core Change Team to prioritize components of the change plan by gauging the
magnitude and timing of the anticipated changes
Sponsorship at the executive level provides the real and symbolic evidence that gives the project
credibility, a critical early requirement. Sponsorship at the local level ensures that the project gains
and retains momentum as it progresses.
Construct a formal communications framework in support of the SAP implementation. This
framework outlines the approach for sharing project-related information across the organization.
(C) SAP AG
ASAP91
3-81
Page 133 of 296
Training
Activities
Conduct Project Team Training
Define End User Training & Documentation Content
Develop End User Training and Documentation Content
Finalize End User Training and Documentation
Accelerators:
Project Team Training Template
Sample Documentation Standards
Training Environment Setup and Considerations
Knowledge Warehouse Sample Checklist
SAP AG 1999
The purpose of this work package is to define, develop, and finalize end user training and
documentation. During the Training Realization Phase, finalize all preparations for end user training
delivery, including all logistics.
Conduct project Team Training to conduct project team training for team members to acquire SAP
system functional and technical knowledge. This training enables the project team to match
requirements to SAP system functions. A review of the project teams risk assessment results and
risk profile is also conducted as a part of this training, allowing for an understanding of the issues
which may negatively impact the project teams ability to manage the project.
Define End User Training and Documentation Content is to set the standards and review process for
training content and documentation development, in addition to defining an evaluation and
improvement process, to communicating this information to the course developers and to developing
the course outlines.
Develop End User Training and Documentation Content is to develop all training content and
documentation materials as defined in the End User Training and Documentation Plan and designed
in the prototype.
Finalize End User Training and Documentation Content and Prepare for Delivery is to prepare for
end user training delivery. In this activity, the training curriculum and job roles are finalized, a
training logistics plan is developed, the training system is tested, train-the-trainer is conducted, and
end user training content and documentation materials are finalized.
(C) SAP AG
ASAP91
3-82
Page 134 of 296

Project Team
Training
Phase
Phase 11
Team
Team Training
Training
Schedule
Schedule
Phase
Phase 33
Refine Training Schedule
Level
Level 22
Level
Level 33
Baseline
Configuration
Final
Configuration
Level
Level 2 Level
Level 3
Complete training
SAP AG 1999
To prevent a delay in Realization and to have better control, re-evaluate the training schedule:
Are the proper people being trained?
Have there been new people added to the project that need to be added to the training schedule?
Have people been reassigned to a different area requiring the schedule to be adjusted?
Have all decisions been made on where training will take place and whether or not logistics will
need to be resolved?
Levels of courses in the SAP curriculum: LEVEL 1, awareness - introductory to provide overview of
SAP product features & functions, SAP services & support, implementation framework (ASAP), and
SAP specific terminology; LEVEL 2, readiness - core business process courses to enable individuals
to apply SAP to a companys processes; & LEVEL 3, proficiency - advanced courses for individuals
to acquire customizing & other detailed functional and technical SAP related expertise.
The project members must take all relevant LEVEL2 and LEVEL3 training by the end of the
Baseline Configuration. NOTE - ideally, LEVEL 2 training is taken by the end of the Project
Preparation Phase, as part of the preparation for Business Blueprint Phase. The LEVEL 2 preparation
is also crucial to obtaining the special configuration knowledge for the applications in the LEVEL 3
training. Ideally, the LEVEL3 training should be completed prior to, or early in, the Baseline
Configuration. In this way, the project members should be able to go over the training again, and
then be able to apply quickly their newly gained knowledge in Final Configuration.
(C) SAP AG
ASAP91
3-83
Page 135 of 296
Project Management
Baseline
QC
Final Config.
A-R-I-C-E, Forms,
Forms, Archiving,
Archiving, ABAP
Integration
System Management
SAP AG 1999
Baseline Configuration and Confirmation: During the Business Blueprint phase, the Identify
Baseline Scope task divides relevant business and process requirements into two main blocks. The
Baseline block comprises the priority requirements of the enterprise, ensuring that they can be
implemented quickly.
During Baseline configuration, work on processes that can be configured without programming or
enhancements. Requirements that need programming or enhancements to the SAP system are
addressed in separate work packages in the Realization Phase.
Final Configuration and Confirmation: The purpose of this work package is to finalize the scope and
configure your R/3 System.
The Final configuration is an iterative process in which you set up your business requirements.
You confirm that all your business requirements are met in the R/3 System. To make configuration
easier, create two or more cycles. Each cycle, based on the value chains in the enterprise, includes
the functions and processes you need. Depending on the scope of implementation, create an
appropriate number of cycles (cycle 1, cycle 2, cycle 3 to through to cycle n). Configure these
cycles sequentially.
The Final configuration is a transformation process that expands the Baseline solution, defined
during the Business Blueprint and Baseline configuration, through cycles (1 to n) until a solution
is found to deliver.resulting in a solution that satisfies all stated business requirements.
(C) SAP AG
ASAP91
3-84
Page 136 of 296
Goal, Content and Tools for Configuration
Goal
A fully configured, tested and signed off system
Baseline Config.
& Confirmation
Content
Final Config.
& Confirmation
ABAP, AA-R-I-C-E, Forms and Archiving

Implementation Assistant
Business Blueprint
Master Lists and associated Worksheets
Templates
Test Scenarios
Tools/
BPPs - Unit Test
Accelerators
Optional: Case Procedures
Final Integration Test Procedures
SAP AG 1999
Final
Integration
Test
R/3 ASAP
IMG
Documentation
Transport
The objective of this Phase is the final implementation of the system, the systems overall test, and
its release and documentation.
The configuration is realized in two Work Packages:
Baseline Configuration and Confirmation (planning, implementation, test, and release)
Final Configuration and Confirmation (planning, implementation, test, and release).
In order to do the Final Integration Test, you must also plan, realize, and test all relevant interfaces,
enhancements etc. The Business Process Master List (BPML) is the central tool to properly plan and
document Realization. Supporting documents providing the additional detail to actually carry out
configuration and testing are produced using templates (accelerators) designed for the purpose. The
BPML is generated from the Q&Adb which, in turn, is accessed from the Implementation Assistant.
(C) SAP AG
ASAP91
3-85
Page 137 of 296
Linking the Blueprint to the Realization Phase

The Business Blueprint is Always the Source Document
Reference
Business
Blueprint
Development Master List

Level 1
Level 2
Level 3
Authorization Master List
Level 1
Level 2
Level 3
Organization Master List
Level 1
Level 2
Level 3
Business Process Master List

Level 1
Level 2
Level 3
Generate
Worksheets
Baseline Scope
Re
f
Level 1
Cycle Scope
er
Level 1
en
Level 2
Level 3
Integration Test
Level 1
ce
Level 2
Level 3
Level 2
Level 3
SAP AG 1999
In Phase 2, the business requirements were defined in the Q&Adb along with the project scope. The
Master Lists reflect the definitions defined in the Business Blueprint Document. The various
worksheets used to control and drive the configuration and confirmation process are derived from
those Master Lists.
In all cases where there is disagreement about business process definition, the resolution is found in
the Business Blueprint Document. The Blueprint is the reference source for answering all questions
about requirements definition in Phase 3, Realization. As such, if there are changes, the Blueprint
Document must be updated.
(C) SAP AG
ASAP91
3-86
Page 138 of 296
Integration
Cycles
Baseline
Check columns

Level 1 - Business Process
Level 2 - Enterprise Process Area A
Level 3 - Scenario Process AA
Level 4 - Process Group AA00
Level 5 - Business Process AA10
Level 6 - BPP AA11
Level 5 - Business Process BB10
Baseline
Cycles
Integration
Select
Select
process,
process,
...
...
to
to create
create
associated
associated
worksheet
worksheet
SAP AG 1999
The BPML, which is generated in the Q&Adb, is the central data repository. It contains all R/3
business processes and transactions that represent the scope of the project. Project scope was
determined in the Business Blueprint Phase, the BPML is also generated then, prior to
commencement of Realization Phase.
As the central data repository, the BPML is used to feed required business process information to the
working documents (worksheets) used to specify, manage, monitor and control the work packages
of:
Baseline Configuration and Confirmation
Final Configuration and Confirmation (cycles)
Final Integration Testing.
During project scope definition in the Business Blueprint Phase, adjustments (Process variants) to
R/3 business processes may have been made to meet customer needs e.g. a distinction between a
goods receipt with and without bar code recognition might be required in which case a process
variant would have been created. In addition, business process owners will probably have been
identified. Applications consulting will also have defined, with the customer, the order of realization.
All these events of the Business Blueprint Phase will have been reflected in the Master List
illustrated in this slide. They will now be reflected in subsequent BPML worksheets derived from
this Master List in Realization Phase.
(C) SAP AG
ASAP91
3-87
Page 139 of 296
Worksheets within the BPML
Baseline
Cycles
Integration
Baseline Scope
Cycle 1 Scope
Cycle 2 Scope
Cycle 3 Scope
Cycle 4 Scope
Worksheets specify, sequence,

schedule and assign responsibility
for the work
Integration Test 1
Integration Test 2
SAP AG 1999
The relevant worksheet is generated from the BPML:

Baseline - Baseline Scope Document or BSD
Cycles (Final Configuration and Confirmation) - a Configuration Plan Worksheet for each of the
cycles (1 - n)
Integration - an Integration Test Plan Worksheet for each cycle (1 & 2).
Worksheets are used to specify, sequence, schedule and assign responsibility for the work involved.
(C) SAP AG
ASAP91
3-88
Page 140 of 296
Baseline & Cycle Worksheets
Baseline
Cycles
Baseline/Cycle Scope
Level 1, Level 2, Level 3, Level 4, Level 5, Level 6
Status
Docd, Configd, Tested, Retest, Approved, Hold
Documentation Links
CI, BPP, Case Proced, Test Scenario, Related Files
R/3 Links
Transaction Code, IMG
Responsibilities
Config, Writer, Tester
Configuration Dates
Plan, Actual
Testing Dates
Plan, Actual
SAP AG 1999
Baseline / Cycle Scope

Level 1 - Structure item from Q&Adb
Level 2 - Corresponds to Enterprise area level for business process
Level 3 - Corresponds to Scenario level for business process
Level 4 - Corresponds to Process Group level for business process
Level 5 - Corresponds to Business Process level for business process
Level 6 - Corresponds to Business Process Procedure level for business process
Status - The current status of the particular level in the scope
Responsibilities
Config - Person responsible for configuring the system
Writer - Person responsible for writing the documentation
Tester - Person responsible for testing
Configuration Dates
Plan - Planned completion dates for the configuration of the defined level
Actual - Actual completion dates of the configuration
Testing Dates
Plan - Planned completion date for testing the defined level
Actual - Actual completion date of the testing
Comments column included for notes and additional information documentation
(C) SAP AG
ASAP91
3-89
Page 141 of 296
The ASAP Processes in the Work Packages
For Baseline / Final Configuration & Confirmation

Create
Config.
Plan
Configure
Refine
Test
Define
Test Cases
Create
Test Plan
Prepare
Scenarios
Conduct
Scenarios
SAP AG 1999
This process for configuration and confirmation is used in both of the Work Packages of Baseline
Configuration & Confirmation and Final Configuration & Confirmation.
While the process defines the flow of work through the Work Packages, the Implementation
Assistant defines all the Tasks necessary to complete the configuration and confirmation work.
(C) SAP AG
ASAP91
3-90
Page 142 of 296
Baseline Configuration & Confirmation

Config. and
Confirmation
Activities
Develop Plans for Baseline Configuration
Configure Initial Settings and Organizational Structure
Configure and Validate Baseline
Prepare Baseline Confirmation
Perform Baseline Confirmation
Accelerators
Directory Structure and Naming Conventions
Sample Configuration Plan for Baseline
Computer Aided Testing Tool (CATT) - Introduction and Recommendations
BPP Templates (with Test Conditions and Variations)
Testing Strategy White Paper
ASAP - IMG Link (4.6)
Pre-Configured Clients (PCS) for U.S. & Canada
Verify the use of PCS as Implementation Accelerator
SAP AG 1999
The purpose of this work package is to configure and confirm settings from the Baseline for
scenarios, processes, and functions.
During the Business Blueprint Phase, the Identify Baseline Scope task divides relevant business and
process requirements into two main blocks. The Baseline block comprises the priority requirements
of the enterprise, ensuring that they can be implemented quickly.
During Baseline configuration, work on processes that can be configured without programming or
enhancements. Requirements that need programming or enhancements to the SAP system are
addressed in separate work packages in the Realization Phase.
(C) SAP AG
ASAP91
3-91
Page 143 of 296
Baseline Workflow
CONFIGURATION
PROCESS
PROCESS
Create
Config. Plan
Configure
Baseline
TOOLS
BSD
TOOLS
BSD
Configurator
Plan Date
OSL
Status
Actual Date
OSL
Configurator
Plan Date
CONFIRMATION
PROCESS
Test
Baseline
Actual Date
BPP - Complete
TOOLS
CONFIGURATIONBSD
PROCESS
PROCESS
Status
TOOLS
Actual
Date
Define Test
Cases
Create
Test Plan
Unit Test
Test Scenario
Case Proced.
TOOLS
Unit Test
Test Scenario
Case Proced.
TOOLS
PROCESS
PROCESS
Prepare
Scenarios
Test
Scenarios
TOOLS
TOOLS
Test Scenario
End-To-End
Level 3
Kickoff Mtng
Documentation
BSD
Tester
Plan Date
SAP AG 1999
Process:
Create Configuration Plan for Baseline - Sequence and plan in BSD and OSL.
Configure Processes and Functions - Configure master data, processes, functions and cross
applications; document configuration; run the processes to verify the configuration.
Define Baseline Test Cases - Define Unit Test Cases, create Test Scenarios and, if necessary,
create case procedures; organize in BSD.
Create Test Plan for Baseline - Define who, what, when and where for testing; document in the
BSD.
Test Baseline - Prepare for testing, enter setup data, execute tests and document results in BSD.
Prepare Baseline Confirmation Scenarios - Review existing test scenarios, confirm important
business processes, write new scenarios as needed and update BSD.
Perform Baseline Confirmation Scenarios - Play back scenarios to project team and power users to
confirm acceptance and buy-in; update BSD
(C) SAP AG
ASAP91
3-92
Page 144 of 296
Final Configuration & Confirmation

Config. and
Confirmation
Activities
Develop Plans for Final Scope Configuration
Conduct Configuration Workshops (Cycle 1 - n)
Configure and Validate Final Scope (Cycle 1-n)
Prepare Final Confirmation
Perform Final Confirmation
Accelerators
Cycle Concept and Group Definition
Overview of Test Scenarios
Test Scenario Template
Test Scenario Instructions
List of Predefined Test Strategies
SAP AG 1999
The purpose of this work package is to finalize the scope and configure your R/3 System.
The Final configuration is an iterative process in which you set up your business requirements. You
confirm that all your business requirements are met in the R/3 System. To make configuration easier,
create two or more cycles. Each cycle, based on the value chains in the enterprise, includes the
functions and processes you need. Depending on the scope of implementation, create an appropriate
number of cycles (cycle 1, cycle 2, cycle 3 to through to cycle n). Configure these cycles
sequentially.
The Final configuration is a transformation process that expands the Baseline solution, defined
during the Business Blueprint and Baseline configuration, through cycles (1 to n) until a solution is
found resulting in a solution that satisfies all stated business requirements.
(C) SAP AG
ASAP91
3-93
Page 145 of 296
Final Config. Workflow: Cycle 1- n
CONFIGURATION
PROCESS
PROCESS
Create
Config. Plan
Configure
Final Scope
TOOLS
Cycle Plans
Configurator
Plan Date
Config. Cases
Level 4
TOOLS
Cycle Plans
Status
Actual Date
BPP - Complete
CONFIRMATION
OK?
NO
YES
PROCESS
Test Final
Config.
TOOLS
CONFIGURATIONCycle Plans
PROCESS
PROCESS
Status
TOOLS
Actual
Date
Define Test
Cases
Create
Test Plan
Unit Test
Test Scenario
Case Proced.
TOOLS
Cycle Plans
Unit Test
Test Scenario
Case Proced.
TOOLS
PROCESS
PROCESS
Prepare
Scenarios
Test
Scenarios
TOOLS
TOOLS
Test Scenario
End-To-End
Level 3
Kickoff Mtng
Documentation
Cycle Plans
Tester
Plan Date
SAP AG 1999
Process:
Create Configuration Plan for Final Scope - Generate Cycle Plans (C1 to Cn); define cycle n
plan based on level 4 process groups.
Configure Processes and Functions (cycle 1-n) - Configure and document; verify configuration.
Maintain cycle plan with results. Update BPPs as needed.
Define Final Scope Test Cases - Create and/or change test cases as required. Test cases used to
determine if the final configuration supports the business requirements.
Create Test Plan for Final Scope - Plan resources and times for testing.
Test Final Configuration (Cycle 1-n) - Conduct workshops to prepare, enter setup data and execute
tests to verify. Update cycle plan with results. If configuration confirmed, move to next cycle. If
configuration not confirmed, review configuration and retest.
Prepare Final Confirmation Scenarios - Review existing test scenarios, confirm important business
processes, write new scenarios as needed and update Cycle Plan.
Perform Final Confirmation Scenarios - Business process owners exercise the required scenarios
and document the results.
(C) SAP AG
ASAP91
3-94
Page 146 of 296
Testing in the Realization Phase
Realization Phase
START
END
Development of Conversions, Interfaces, Forms, etc.

Baseline Configuration
Final Configuration
C1
C2
C3
C4
Integration Test
IT 1
IT2
Unit Test - BPP with Test Conditions
Scenario Test - Test Scenario Template
Development Unit Test - Functional Specification Test

Integrated
Test Scenario
IT Scenario
with Develp
SAP AG 1999
Note: the number of cycles for Final Configuration (4) and Integration Test (2) is a recommendation
only.
Unit Testing - This is the lowest level of testing where the program or transaction is tested and
evaluated for errors. Unit testing is normally the first test that is completed during the configuration
effort, and is focused towards the programs inner functions, rather than towards the integration.
Testing focus: Master data & Business processes.
Scenario Testing - During the configuration there is a need to test chains of transactions that flow
together and which reflect important business processes and scenarios. Testing focus: Multiple
transactions within one enterprise area, Workflow and Business processes which cross enterprise
areas. During subsequent integration testing these small scenarios can be used to build larger end-toend scenarios.
Integration Testing - Final integration testing is accomplished through the execution of predefined
business flows, or scenarios, that emulate how the system will run your business. These business
flows, using migrated data from the pre-existing systems, will be performed in a multifaceted
computing environment comprised of R/3, third-party software, system interfaces and various
hardware and software components. It is this environment that builds the necessary level of
confidence that the solution is complete and will perform in your business. Final integration tests
need to be an evolutionary process that is driven from your previous testing efforts. The test cases
and scenarios that were used for Baseline and Final Configuration need to be reviewed and enhanced
for the integrated test.
(C) SAP AG
ASAP91
3-95
Page 147 of 296
Working with the Project IMG

Organizational
Structure List
R/3
Business
Process
Master List
Project Name
IMG for R/3 Customizing
Activity
Status
General
Employee
Keywords
Customizing: Edit Project
Memo
My Customizing Worklist
Project IMG Procurement
Note Types
Project IMG Sales
Manage Worklist
SAP AG 1999
During Baseline and Final configuration you make the necessary Customizing settings using ASAP
in R/3, Customizing, using either the BPML, the IMG link, or a manually generated project.
The system displays the data for the relevant view (if you use IMG links) or project (if manually
generated), so that you can edit them
On the left of the screen area, you can see the IMG and Customizing activities.
On the right of the screen area, you can see the text of the Customizing activity you have selected.
Underneath it, you can see the general project data (start date, due date, and so on) and the
employees and keywords assigned to the project. At the bottom, the system displays the IMG project
document types for the Customizing activity documentation.
(C) SAP AG
ASAP91
3-96
Page 148 of 296
Project Management
Baseline
QC
Final Config.
A-R-I-C-E, Forms,
Forms, Archiving,
Archiving, ABAP
Integration
System Management
SAP AG 1999
The work comprises 8 distinct work packages, all of which are done in parallel with the
configuration and confirmation:
Authorizations
Reports
Interfaces
Conversions
Enhancements
Forms (Layout Sets)
Archiving
ABAP Development
(C) SAP AG
ASAP91
3-97
Page 149 of 296
Content and Tools

Program realization for:
for:
Dev.
Dev. Conversion Programs
Dev.
Dev. Application Interface Program
Develop Enhancements
Create Reports
Create Forms (Layout Sets)
Content
Define
standard
programs/
forms
Procedure
Tools
Develop
programs/
forms
Test
programs/
forms
Transport
programs/
forms
ABAP Workbench:
Workbench:
Other R/3 tools:

tools:
Standard data transfer programs

Standard interface programs
Standard reports
User exits
ABAP Queries
Report Writer / Report Painter
Information systems in the
applications (LIS, EIS, etc.)
SAP AG 1999
Reports
Different types of reporting capabilities should be addressed and defined:
Reports Requirements/ABAP-Query/Report-Writer-Painter/Application-based Information
System.
The R/3 Report Navigator is available from the Simplification Group on a separate CD.
Interfaces, Conversions, Enhancements
The teams that are assembled to discuss and make decisions about each of these programs should
be comprised of people with technical and functional expertise on both the current legacy system
and the SAP R/3 application modules. Note: See Data Conversion Made Easy in the
Knowledge Corner.
With enhancements / modifications to the R/3 Systems, the cost / benefit relation should always be
your first consideration.
To realize the programmes, SAP offers an extensive range of utilities. Please use the programs
included in the SAP standard.
Forms (Layout Sets)
You can use the accelerator, Print Out Made Easy, in the Knowledge Corner for information on
how to print out the forms.
(C) SAP AG
ASAP91
3-98
Page 150 of 296
Batch Input / Direct Input
DB
Direct Input
Data
Call Function
Check and Update Data
Read Dataset
Batch Input
ABAP
Program
BDC
QUEUE
ABAP
Applications
(Screens)
Batch Input
Sessions
SAP AG 1999
First possibility:
Large quantities of data are imported into the SAP system using batch input. This is an automatic
procedure, also frequently known as BDC (Batch Data Communication).
To ensure consistency of data, transfer is subject to the same checks and updates as entries made
by users in dialog screens. In other words, batch input simulates user dialog.
Transfer data is placed in intermediate storage in a queue file called batch input folder. A batch
input folder consists of a collection of business procedures (transactions).
Advantages: error log, can be repeated - Disadvantage: long runtime
Second possibility:
A new method of data transfer is Direct Input. With direct input, all checks which are carried out
on screen in a dialog program are realised using function modules.
Direct input is the quickest of SAPs mass data tranfer techniques, thanks to the use of pure
function module technology.
Futhermore, this procedure can be repeated.
Advantages: quickest method, error log, can be repeated - Disadvantage: only limited availability
(C) SAP AG
ASAP91
3-99
Page 151 of 296
Accelerated Data eXchange
Interface Adviser
Legacy System Migration Workbench
Data Transfer Workbench
SAP AG 1999
The Interface Adviser provides a central pool of information to help design and implement
permanent interfaces between SAP R/3 components and non-SAP systems.
Legacy System Migration workbench is another tool from SAP that can help in migrating data from
non-R/3 to R/3. The key strength of this package is its mapping capability.
Data transfer workbench has been a key R/3 tool for facilitating smooth and easy data transfer. In
response to user feedback, it has been enhanced to provide end-to-end workflow based support,
giving complete control over the data transfer processes. In addition, Batch Input, Direct Input and
BAPIs are brought together in one place.
For detailed Information see SAPNet, AcceleratedSAP, Accelerators & Tools, Data Transfer
(C) SAP AG
ASAP91
3-100
Page 152 of 296
Change Levels
Customer
Development
EnhanceEnhancements
Customizing
Customer
Programs
Customer
Exits
Business
Applications
Create
Repository
Objets
Enhance
Repository
Objets
Set
System
Parameters
R/3 Basis
Modifications
Change
Repository
Objets
System Software
SAP AG 1999
There are four different ways in which you can adapt the R/3 System to meet your requirements:
Customer Development - The R/3 System contains a customer namespace in which they can create
their own repository objects.
Enhancements - This allows the customer to enhance Sap repository objects with out using
modifications.
Customizing - This is where the system parameters are set using a special user interface. All
possible setting sare alowed for and organized by SAP. Customizing is a mandatory part of setting
up The R/3 System.
Modification - Modifications are changes to SAP repository objects. When the system is
upgraded, all the versions of modified objects must be compared with the new SAP version and
reconcilled.
(C) SAP AG
ASAP91
3-101
Page 153 of 296
Establish Authorization Concept
User master data
Work center A
User master data
Profile
Profile
Share
for
Work center A
Share
for
Work center B
Activity
Work center B
Activity
Does authorization exist?
Object to be protected
Creditor
Material
Company code
Plant
SAP AG 1999
You need an authorization concept to :

Set up user masters in the system
Define the data a user can access
The SAP authorization concept contains a range of different user authorizations. These are all
managed centrally in the master record of each individual user.
Authorizations are not assigned directly to users, but are held in work center descriptions called
profiles.
(C) SAP AG
ASAP91
3-102
Page 154 of 296
SAP Easy Access
Implement Authorization Concept
Establish
Authorization
Concept
Profile Generator Functions

Generate authorization profiles automatically
Assign generated profiles to users
Authorization profiles are defined in terms of the selected

business processes
SAP AG 1999
SAP AG
The Profile Generator helps system administrators maintain authorizations and profiles.
(C) SAP AG
ASAP91
3-103
Page 155 of 296
Archiving
Create Archiving Management
Design Archiving
Management
Strategy
Archiving
Technical requirements
Business requirements
Create
Archiving
Management
Responsibility
Schedule
Technical system support
Test
Archiving
Procedures
Test for all applications
Review the documentation on archiving

Check the archiving test logs
Release
Review
Archiving
SAP AG 1999
You can find information on archiving in the ASAP Roadmap documentation in the Establish
Archiving Management work package in the Realization phase.
(C) SAP AG
ASAP91
3-104
Page 156 of 296
Project Management
Baseline
QC
Final Config.
A-R-I-C-E, Forms,
Forms, Archiving,
Archiving, ABAP
Integration
System Management
SAP AG 1999
The purpose of this work package is to plan and execute the final integration test. This is important
for the functional verification of your production system. It should be a simulation of live operations.
The test includes verification of dependencies of business processes on the value chain plus
interfaces, output, enhancements, and authorization test. Remote locations should be included in the
test. This test is performed in the quality assurance system (or a QA client).
(C) SAP AG
ASAP91
3-105
Page 157 of 296
Overview of Final Integration Test
Goal
Simulate the live operation of the business

including remote locations
Verify R/3 solution seamlessly meets the

business need
Test is process oriented and conducted by Business Process owner

Trigger:
Successful Final Configuration test

Application Development complete
Inputs:

Test Scenarios
Development List
SAP AG 1999
Like Final Configuration and Confirmation of which it is the extension, Final Integration Test
involves Test Case playback. The goal is to examine the cross functional and key integration points
across the business processes followed by periodic processing and development. It is a simulation of
live operations.
(C) SAP AG
ASAP91
3-106
Page 158 of 296
Prepare for Final Integration Test

Final
Integration
Testing
Tasks
Setup Test Team and Logistics
Define Integration Test Scope
Define Integration Test Cases
Create Final Integration Test Plan
Approve Plans for Final Integration Scope Confirmation
Accelerators
Test Scenario Template
Test Scenario Instructions
List of Predefined Test Scenarios
Computer Aided Testing Tool - Introduction and Recommendations
Directory Structure and Naming Conventions
SAP AG 1999
Setup Test Team and Logistics - Prepare for the final integration test.
Involve extended team members in this test. They can provide a fresh outlook and closer
knowledge of the business process.
Define Integration Test Scope - Define the integration test goals and scope.
Point to recognize is the you must choose which criteria will be used to consider the integration
test complete.
Define Integration Test Cases - Determine and define test cases in the integration test plan.
There are many cases in your business environment. To test them all using end-to-end scenarios is
not practical. A method of selecting end-to-end scenarios and limited scenarios, or touch point
scenario, such as inter-company transactions, is used for integration testing.
Create Final Integration Test Plan - Create a detailed final integration test plan.
The final integration testing is a critical task in your implementation. Your test plan must include
the following processes and components: Business process, Output, Reports, Interfaces,
Conversions, Enhancements, Technical setup (Printer, fax), and Authorizations.
Approve Plans for Final Integration Scope Testing - Obtain approval from Business Process Owners
and members of the project team for the developed plans.
All members must have the same goals to get commitment to the plans. When approvals are
obtained, Final Integration Testing can begin.
(C) SAP AG
ASAP91
3-107
Page 159 of 296
Conduct Final Integration Test

Final
Integration
Testing
Tasks
Verify Migration of all Objects to QA
Freeze System
Conduct Final Integration Test
Finalize System
Review and Approve Final Integration Test
Accelerators
SAP AG 1999
Verify Migration of all Objects to QA - Verify that all SAP system objects and programs are
migrated to the QA system before final integration testing begins.
Freeze System - Freeze system settings to protect the completed system from change. You must
ensure that no system changes are made to your QA environment until integration is complete.
Conduct Final Integration Test - Conduct the final integration test based on the final integration test
plan. This is crucial for the functional verification of your production system. It is a simulation of
live operation.
This includes verification of all dependencies of the business processes along the value chain, and
interfaces, output and print functions, and enhancements. Remote locations are included in the test.
Do this in the quality assurance system.
Check the data conversion programs to verify that master and transactional data is correct and
available for integration testing.
Final integration testing is a critical milestone activity in your project.
Finalize System - Resolve issues from the final integration test to ensure your SAP system meets
your business requirements prior to going into production.
Review and Approve Final Integration Test - Review and approve final integration test results. This
approval indicates that process owners agree that the SAP system meets business requirements. Key
issues from the final integration test must already be resolved.
(C) SAP AG
ASAP91
3-108
Page 160 of 296
Integration Worksheets
Integration
Integration Test
Level 1, Level 2, Level 3, Level 4
Status
Docd, Configd, Tested, Retest, Approved, Hold
Documentation Links
CI, Test Scenario
Priority
High, Medium, Low
Responsibilities
Test Leader, Writer, Tester
Testing Dates
Test Docs Completed, Plan, Actual
SAP AG 1999
Integration Test Scope

Level 1 - Structure Item from Q&Adb
Level 2 - Corresponds to Enterprise area level for business process
Level 3 - Corresponds to Scenario level for business process
Level 4 - Corresponds to Process Group level for business process
Status - The current status of the particular level in the scope
Priority - Set the priority level of the particular Integration Test level
Responsibilities
Test Leader - Person responsible for coordinating all testing activities
Writer - Person responsible for writing test scenarios and any associated test materials
Tester - Person responsible for testing
Testing Dates
Test Docs Completed - Completion dates for test scenarios and all associated test material
Plan - Planned completion dates for the tests
Actual - Actual completion dates of the tests
Comments column included for notes and additional information documentation
(C) SAP AG
ASAP91
3-109
Page 161 of 296
Integration Test 1 (IT1)

Final
Integration
Testing
Financial Accounting
Resource controlling
Sales
Presales
Activity
Customer
Order
Sales
order
Inventory
Sourcing
Production
SOP
MPS
Purchasing
MRP
Requisition
Logistics controlling
Customer
Billing
Delivery
Planned
order
Vendor
selection
Production
order
Purchase
order
Goods
receipt
Customer
Payment
Shop
floor
control
Invoice
verification
Vendor
Payment
Sales, Production, Purchasing, Warehouse
IT1 focuses on the internal integration testing
SAP AG 1999
The purpose of the first cycle of integration testing is to check all cross functional integration points
(limited or Focused Drill-down Scenarios) for high frequency and impact business processes, and to
finalize the entire system configuration. The focus is testing that data crosses from one function
(SAP module) to another. Focused Drill-down scenarios' was also the method used during Final
Configuration where many iterations of different cases were processed quickly.
Examples of integration points are:
Creation of a delivery note to be passed to MM (Materials Management) for warehouse processing
Running of MRP (Materials Resource Planning) in MM to automatically generate production
orders in PP (Production Planning)
Creation of customer billing documents in SD (Sales & Distribution) to be passed to FI (Financial
Accounting).
(C) SAP AG
ASAP91
3-110
Page 162 of 296
Integration Test 2 (IT2)

Final
Integration
Testing
Integration
Integration 11
Issues
Issues Database
Database
Integration 2
Issues Database
RESULT
Resolution
Issue Input
ISSUE
Cross Functional
Integration Points
Delivery note passed
to MM for Warehouse
processing
Billing passed to FI for
payment processing
End-to-End Critical
Business Flows
Take sales order, pass to
mfg, MRP, mfging, receipt
into Finished Goods,
shipping & billing
SAP AG 1999
Testing critical business flows as defined in the Business Blueprint from start to finish (end-to-end)
is the purpose of Integration 2. These end-to-end scenarios, extended to form the business cases for
testing, cover the test cases of Final Integration as well as periodic processing and development.
They can be formed by linking Focused Drill-down Scenarios from Integration 1.
An example end-to-end scenario would be the taking of a sales order, the passing of the demand to
manufacturing, MRP (Materials Resource Planning), manufacturing of the product, receipt into
Finished Goods, shipping to the customer, invoicing, billing and receipt processing.
As in the cycles of Final Configuration and Confirmation, any issues occurring in each of the
Integration 1 and 2 cycles must be added to the issue log, and issues resolved must be closed in the
log.
There is a change in the make up of the testing teams between configuration cycles and integration
testing. Testing is no longer function by function, but is now cross functional. Therefore, the test
teams for each business process must comprise members from each enterprise process area being
tested.
This change in testing team make up ties in with the knowledge transfer from Consultant (TeamSAP
Members) to Customer (SAP Project Team Members) reaching its apex during the cycles of Final
Integration Testing. Responsibility for the integration test becomes that of the Business Process
Owners and Power Users. This instills a sense of ownership with the Business Process Users which
should make it easier to get acceptance at the end of the phase.
(C) SAP AG
ASAP91
3-111
Page 163 of 296
Project Management
Baseline
QC
Final Config.

Archiving, ABAP
Integration
System Management
SAP AG 1999
The purpose of this work package is to prepare for production operation. This includes monitoring
production infrastructure needs, and determining which system administration activities are
necessary.
(C) SAP AG
ASAP91
3-112
Page 164 of 296
System Management: Activities
Define Service Level Commitment

Set Up Quality Assurance Environment
Set Up Productive Environment
Establish System
Administration
Functions
Define Productive
System Management
Define Productive
System Design
Set Up Production
Environment
Develop System
Test Plans
Verify data used in
the initial hardware
disk-sizing estimates
for the production
system
Phase 2
Business Blueprint
SAP AG 1999
The preparations from the Business Blueprint phase for developing the system environment can now
be realized.
System administration functions are, for example: client copy function; transport system; and
functions for backup and recovery.
Important tests are for example: failure tests; stress tests; and test of fax and printing.
Useful accelerators for this topic can be found in the ASAP Roadmap documentation, e.g:
Template for Volume Test Plan / Stress Test Plan
Define Periodic System Maintenace Procedures
Automating SAP startup and shutdown
R/3 spool administration tool set
System Operations Manual Template.
(C) SAP AG
ASAP91
3-113
Page 165 of 296
Project Management
Baseline
QC
Final Config.

Archiving, ABAP
Integration
System Management
SAP AG 1999
The purpose of this work package is the final verification of project planning and deliverables from
this phase. Perform quality checks during this phase as tasks are completed.
This quality check verifies that the final configuration of the SAP system meets requirements
specified in the Business Blueprint. End user documentation and training materials must be finalized
for training during the next phase. Verify technical activities and tasks. Ensure everything is on
schedule for the Final Preparation phase. This includes, for example, data conversion programs,
interfaces, reports, and system management procedures. Issues regarding budget and resource
planning must be addressed and resolved.
(C) SAP AG
ASAP91
3-114
Page 166 of 296
QC Activities & Tasks
Documentation
Quality Assurance Check List

Complete project team
status meeting
Complete steering
Committee meeting
Review approval of
Baseline/ Org.structure
configuration
Confirm tested interfaces
Confirm authorization
design
Configuration
SAP AG 1999
Only the most important points of the check lists for project management and the quality check are
listed on this slide. The complete check lists can be found in the ASAP Roadmap documentation.
(C) SAP AG
ASAP91
3-115
Page 167 of 296
Implementation
Roadmap
Phase 1
Project Preparation
Phase 2
Business Blueprint
Phase 3
Realization
Phase 4
Final Preparation
Legend:
Phase 5
Go Live & Support
Unit
Unit
Topic
Topic
SAP AG 1999
(C) SAP AG
ASAP91
3-116
Page 168 of 296
Phase 4: Final Preparation: Objectives

Outline the Work Packages of Phase 4: Final
Preparation
Identify both the required system tests before
cutover and the SAP support you can use for
cutover and final testing
SAP AG 1999
(C) SAP AG
ASAP91
3-117
Page 169 of 296
The Purpose of Phase 4: Final Preparation
ASAP Roadmap
Continuous
Improvement
Project
Preparation
Final
Preparation
Business
Blueprint
Realization
Go Live &
Support
SAP AG 1999
The purpose of this phase is to complete the final preparation, including testing, user training, system
management and cut over activities, to finalize your readiness to go live. This final preparation phase
also serves to resolve all crucial open issues. On successful completion of this phase, you are ready
to run your business in your productive R/3 system.
This phase includes the following Work Packages:
Project Management Final Preparation Phase
User Training
System Management
Cut Over
Quality Check Final Preparation Phase.
(C) SAP AG
ASAP91
3-118
Page 170 of 296
Final Preparation - Roles & Key Focus

Phase
Content
Role
Groupings
Proj Mgt
Steering
Steering
Meetings
Sponsors
Review / F/U on
Recommends
Project Mgt
Review, Status
Meetings
Training
Sys Mgt
Approval for
Cutover
Go-Live Check
Asst w/ volume &
stress testing
Customer
Asst w/ printing &

stress tests
Technical
Production Sys
Admin
Conduct EUT
Change
Cont Org Chg

Mgt Process
Cutover
QC
Signoff
Consultant
Training
Detailed
Proj Plan
Refine Cutover &

Prod Support
Plan
Signoff
Approve Prod
System / Verify
User Readiness
Quality Check
/Signoff
Manual Entries,
Conversions
Production
Support Plan
Perform
Conversions /
Secure Prod.
System
Conduct EUT &

Evaluate
Effectiveness
Security
SAP AG 1999
There are ten primary roles in an SAP Implementation; details of each are in the IA.
issues.
roles.
Share Focus items are noted by ************ brackets.
(C) SAP AG
ASAP91
3-119
Page 171 of 296
Phase 4: Final Preparation - Work Packages (1)
Project Management
Training
System Management
SAP AG 1999
Project Management activities:

Conduct Project Team Status Meetings
Conduct Steering Committee Meetings
General Project Management
(C) SAP AG
ASAP91
3-120
Page 172 of 296
Cutover
QC
Project Management
Prepare & Conduct Final Preparation

Review
Follow Up on Review
Recommendations
Prepare and Conduct Status and
Steering Committee Meetings
Correct Project Variances
Refine Project Plan
Follow up on Action Items
Conduct Team Building Activity
Continue Change Management Process
Documentation
Configuration
SAP AG 1999
The purpose of the Project Management Work Package is to perform the established cycle of project
management activities to keep the implementation project on target. This determines all project
planning, controlling and updating activities, and identifies changes between business processes and
the organizational structure. Project management and consulting management must work closely
together to guarantee the project stays on schedule.
(C) SAP AG
ASAP91
3-121
Page 173 of 296
Project Management
Training
System Management
SAP AG 1999
Activities:
Prepare for End User Training
Conduct End User Training.
(C) SAP AG
ASAP91
3-122
Page 174 of 296
Cutover
QC
Training: Goal and Content
Ensure that all end users are adequately

trained prior to the Go Live date
Phase 3
Define, Develop
and Finalize
Training &
Documentation
Conent
Phase 4
Conduct
PrePre-GoGo-Live
End User
Training
Develop Templates,
Standards and Review
Process
Implement Training Logistics Plan

Finalize logistics for training and the
end user training schedule
Conduct End User Training
Conduct end user training
Obtain end user training evaluation data
Track attendance
Evaluate Training Effectiveness
& Implement Improvements
Define and Implement

Evaluation and
Improvement Process
Analyze end user training evaluation data

& implement improvements
Identify post go-live training
requirements
SAP AG 1999
End user documentation and training was developed in Phase 3. This included:
setting the standards and review process for training content and documentation development, in
addition to defining an evaluation and improvement process
denoting power and other users in order to define, with the help of the training and development
plan, the necessary training for production.
The purpose of the Work Package here in Phase 4, is to finalize these preparations from Phase 3,
verifying and adjusting the user training materials, and to ensure appropriate consideration of all
logistic issues.
Considerations in the logistics area include planning of training facilities, and producing copies of
the end user documentation and other training material.
Important:
End user training and the preparation of training material are often the most time consuming and
costly aspect of the system implementation. Changes in the procedure can influence considerably the
time and costs of an R/3 implementation.
(C) SAP AG
ASAP91
3-123
Page 175 of 296
Project Management
Training
System Management
SAP AG 1999
Activities:
Establish Production System Administration
Conduct Systems Tests
(C) SAP AG
ASAP91
3-124
Page 176 of 296
Cutover
QC
System Management: Goal and Content
Perform the relevant technical activities

to prepare for production operation
SystemManagement
Establish
Production
System
Administration
Conduct
System
Tests
Configure CCMS for Production

Environment
Printing and Spool Administration
Train System Administration Staff
Conduct Volume Test

Conduct Stress Test
Conduct System Admin. Tests
Conduct Disaster Recovery Test
Test Backup & Restore Procedure
Conduct Printing and Fax Tests
Going Live Check
SAP AG 1999
The purpose of this work package is to perform the relevant technical activities to prepare for
production operation. These activities cover monitoring the production infrastructure needs and
determining required system administration activities. The objective is to test and verify the
configuration and the procedures defined for the technical production environment. Each task must
be tested and re-tested to assure the data security of the production system.
SAP provides the GoingLive Check in this work package. The purpose of the GoingLive Check
is to determine any potential problem areas in the R/3 System that could influence performance.
This preventative measure is important for a successful R/3 implementation. R/3 customers who are
preparing to go live should take advantage of the GoingLive Check from SAP.
SAP experts log on remotely to your R/3 System, check the configuration of individual system
components and give useful advice on how to optimize your system. The main aim of this check is
to prepare your R/3 System for production operation. By analyzing each system component before
you go live, SAP can help to improve considerably the availability and performance of your live
system.
CCMS - Computer Center Management System. This is used for setting up monitoring tools for the
system and its thresholds.
(C) SAP AG
ASAP91
3-125
Page 177 of 296
Project Management
Training
System Management
SAP AG 1999
Activities:
Refine Cutover
Refine Production Support Plan
(C) SAP AG
ASAP91
3-126
Page 178 of 296
Cutover
QC
Detailed Project Planning: Goal and Content
Optimizing the Production Support

and Cutover plans from Phase 3
Refine
Cutover
Refine Production
Support Plan
Review conversion timing and planning

Create conversion check list
Production Readiness
Approval for cutover
Define Help Desk procedures
Create Help Desk facility
Reorganize team for production support
Staff Help Desk
Define long-term production support
strategy
Cutover
SAP AG 1999
The setup of an internal Help Desk is very important for production support. In the Final Preparation
phase, procedures and responsibilities are fixed according to the current plan. Help Desk procedures
need to be documented. Personnel need to be nominated and, if necessary, the project team needs to
be reorganized for the production phase.
Next to the support of single end users, the Help Desk team must be proactively involved in the
support of the whole end user community. This means, for example, planning workshops for reviews
of live functions, and checking new functions for system use optimization.
Although the Help Desk is of high importance in the first weeks after the Go Live phase, its support
will remain necessary throughout the productive operation of your R/3 System.
(C) SAP AG
ASAP91
3-127
Page 179 of 296
Project Management
Training
System Management
SAP AG 1999
Activities:
Perform Cutover to Production System
Final Approval for Going Live
(C) SAP AG
ASAP91
3-128
Page 180 of 296
Cutover
QC
Cutover: Goal and Content
Get final approval from the Steering Committee

that the system can go live
Cutover
Perform
Cutover to
Production
System
Final Approval
for
Going Live
Transport to production environment

Perform conversions
Perform manual entries
NOTE
Validate all Data after conversion
Approve the production system

Secure production environment
Verify users are ready
SAP AG 1999
The purpose of this work package is to create the final production system for going live. Once all
preparations and configurations on both the technical and application levels are completed, the final
production system can be set up.
All manual data entries must be completed before cutover.
Confirmation for going live depends on the readiness of the R/3 System. Decisive factors are:
End user training is completed
R/3 System administration is ready
Stress test is completed
Conversions and business processes in the production system have been checked.
Customizing settings and R/3 Repository objects have to be transported into the production
environment from the QA environment. Successful import of Customizing settings and R/3
Repository objects is the prerequisite for data transfer. The R/3 System provides tools for
transporting Customizing settings and R/3 Repository objects.
(C) SAP AG
ASAP91
3-129
Page 181 of 296
Project Management
Training
System Management
SAP AG 1999
Activity:
Perform Quality Check and Obtain Approval.
(C) SAP AG
ASAP91
3-130
Page 182 of 296
Cutover
QC
Quality Check
Documentation
Quality Check Check List

Conduct Quality Check
Check SystemTests
Check Basis Administration
Check Training Plan
Check Organizational Chng Mgt Plan
Verify Cutover
Configuration
Signoff Final Preparation

Schedule Meeting
Obtain Signoff
SAP AG 1999
The purpose of the Project Management Work Package is to perform the established cycle of project
management activities to keep the implementation project on target. This determines all project
planning, controlling and updating activities, and identifies changes between business processes and
the organizational structure. Project management and consulting management must work closely
together to guarantee the project stays on schedule.
The purpose of the Quality Check Work Package is to provide final verification of the status of all
deliverables from this phase. Continual quality checks must be performed as tasks are completed.
(C) SAP AG
ASAP91
3-131
Page 183 of 296
Implementation
Roadmap
Phase 1
Project Preparation
Phase 2
Business Blueprint
Phase 3
Realization
Phase 4
Final Preparation
Legend:
Phase 5
Go Live & Support
Unit
Unit
Topic
Topic
SAP AG 1999
(C) SAP AG
ASAP91
3-132
Page 184 of 296
Phase 5: Go Live & Support: Objective

Outline the Work Packages comprising Phase 5:
Go Live & Support
SAP AG 1999
(C) SAP AG
ASAP91
3-133
Page 185 of 296
The Purpose of Phase 5: Go Live & Support
ASAP Roadmap
Continuous
Improvement
Project
Preparation
Final
Preparation
Business
Blueprint
Realization
Go Live &
Support
SAP AG 1999
The purpose of this phase is to move from a pre-production environment to a live production
operation. A support organization for end users must be set up, not just for the first critical days of
your production operations, but also to provide long-term support.
This phase is also used to monitor system transactions and to optimize overall system performance.
Finally, the completed project is closed.
(C) SAP AG
ASAP91
3-134
Page 186 of 296
Go Live and Support - Roles & Key Focus

Phase
Content
Role
Groupings
Production
Support
Project
End
*********************
Review / FU on
Recommends
Mgt & Resolve
Issues
*********************
Review Business
Benefits & Chng
Mgt Process
Close &
Signoff Issues
Steering
Sponsors
Project Mgt
*********************
*********************
Consultant
Customer
Technical
Resolve Issues
Training
End User
Training
Change
Eval On Going
Performance
Lessons Learned/
Finalize Org Chg
Mgt Process
Security
SAP AG 1999
issues.
roles.
(C) SAP AG
ASAP91
3-135
Page 187 of 296
Going Live
Move from a pre-production

environment to live production
operation
Go Live &
Support
Celebrate the Success!
SAP AG 1999
(C) SAP AG
ASAP91
3-136
Page 188 of 296
Phase 5: Go Live & Support - Work Packages
Production Support
Project End
Implementation Project End
SAP AG 1999
(C) SAP AG
ASAP91
3-137
Page 189 of 296
Workflow in Work Package Go Live and Support

End of Project
Go Live and Support
Production
Support
Project
End
Post Go-Live
Activities
System
Tuning
Provide support
to SAP Users and
to optimize
system
performance
Officially close
the project
Support R/3
System users
after the project is
in productive
operation and
develop long term
support strategy
Improve system
performance
SAP AG 1999
(C) SAP AG
ASAP91
3-138
Page 190 of 296
Production Support: Content and Goal
R/3 User Support and

System Performance Audit
Production
Support
Go Live
and
Support Review
Prepare & Conduct Review

Followup on Recommendations
Provide
Production
Support
Direct Problems and Issues

Manage and Resolve Problems
Validate Live
Business Process
Results
Conduct Post
Go Live End
User Training
Resolve issues
Confirm live environment
Evaluate On-Going Performance

Conduct End User Training
Training & Documentation Support
SAP AG 1999
The purpose of this work package is to provide support to R/3 users and to optimize system
performance.
There are two critical periods during the going live process. The production support plan must be
executed within the first few days, the results checked and any issues or problems quickly resolved.
Following these first few days, the long term monitoring of issues must be addressed, particularly
system performance, capacity and functions.
(C) SAP AG
ASAP91
3-139
Page 191 of 296
Providing Production Support

End Users
SAPNet - R/3 Frontend

SAPNet - Web Frontend
Remote
Consulting
Hardware Problem
Early
Watch
Customer First Line Support

Software Problem
Help Desk
Power Users
IT Staff
Configurators
ABAP Programmers
Security Problem
Hardware
Vendor
Database
Vendor
Knowledge Problem
System
Performance
Problem
SAP AG 1999
It is important that whenever a problem arises, end users know who to contact, and how. The Help
Desk is particularly important in the first weeks after Go Live, but you require Help Desk support
throughout the production life of your SAP system.
The Help Desk is a single point of contact with access to internal first level support for hardware,
network, operating system, database, training, and application system problems.
First level support personnel must not only possess special knowledge of these areas, but must also
have company-specific knowledge concerning organization and processes.
SAP services including SAPNet, Remote Consulting, and Early Watch are available resources to
assist the internal production support team with problem resolution and avoidance.
Coordination and co-operation with SAP and SAP Partners further expands the network of support
for problems that cannot be solved internally by the Help Desk and First Level Support.
Additional support is available to value contract customers who participate in the Customer
Competence Center (CCC) program.
Note that SAP has renamed its Online Service Systems (OSS) to: SAPNet R/3 Frontend (formerly:
Online Service System (OSS); and SAPNet Web Frontend (formerly: SAPNet). This renaming
reflects the ongoing integration of all SAPNet R/3 Frontend functions into SAPNet Web
Frontend.
(C) SAP AG
ASAP91
3-140
Page 192 of 296
Service
Functions
SAP /
Branch
Customer
/ CCC
Problem requests
SAPNet - R/3
Frontend
or
Notes
Hot News
SAPNet - Web
Frontend
Online corrections
SAP software change registration
Training details
Project milestones for service
Partner
Maintenance of Customer Master Data
CCC = Customer Competence

Center
SAP AG 1999
CCC - a Customer's own, R/3 focused, internal support linked to SASupport Services. Refer to the
Implementation Assistant under Implementation Accelerators for the accelerator - Customer
Competence Center (CCC) Program.
SAPNet - R/3 Frontend (formerly Online Service System (OSS)) provides the infrastructure for
SAP's R/3 Service & Support and is the primary medium for problem management. It is the
technological link between customers, SAP partners and SAP. Beyond this, SAPNet - R/3 Frontend
provides access to valuable information about known problems and helps you resolve them on your
own or with the help of the SAP Support Team. You have free access to SAPNet - R/3 Frontend
wherever you are 24 hours a day.
SAPNet Web Frontend is SAPs Internet/extranet solution. The features of the SAPNet R/3
Frontend are being migrated consecutively into SAPNet Web Frontend. The following are
examples of tasks that can now be performed via SAPNet:
Searching for SAP information
Searching for R/3 notes
Downloading SAP patches
Requesting new SAPNet users
Requesting SSCR keys.
(C) SAP AG
ASAP91
3-141
Page 193 of 296
Project End: Content and Goal
Resolve Open Issues and

Formally Signoff Project
Project
End
Review and Close Open Issues

Review Business Benefits
Summarize and Review Lessons Learned
Change Process
Complete Change Management Process
Followup on Recommendations
Signoff and Close Issue List
Project
Closing
SAP AG 1999
The purpose of this work package is to officially close the project. At this time, any open issues are
reviewed and completed:
Resolution and closure for all outstanding issues in the issue management system must take place for
the formal signoff from project team members
The business drivers (the reasons the project was undertaken and why it is important to the
corporation) and the business measurements (quantifiable business-related measurements by which
the success of the R/3 implementation project is judged), both of which were defined at the start of
the project in Phase 1, are reviewed to check project results against the goals set at its outset. This
review is presented to executive management.
An ongoing evaluation procedure is established to monitor the benefits of the R/3 implementation
over time.
(C) SAP AG
ASAP91
3-142
Page 194 of 296
Implementation Roadmap: Unit Summary

Outline the purpose and content of the work
packages in each phase of the ASAP roadmap
Identify the main roles and responsibilities of
each phase of the ASAP roadmap
Explain and demonstrate the major tools &
accelerators supporting each phase of the ASAP
roadmap
SAP AG 1999
(C) SAP AG
ASAP91
3-143
Page 195 of 296
MSI International Information
Sample Project for an ASAP Implementation
MSI International
(C) SAP AG
ASAP91
3-144
Page 196 of 296
Sample Project Information: MSI International.

Company Background
MSI International is headquartered in Hamburg, Germany with offices located in Berlin, New
York, California and Seattle. Hamburg, Berlin and California locations have manufacturing
facilities. Hamburg has retail sales, teledirect, customer service, purchasing and finance
departments. New York, California and Seattle have distribution warehouses as well as small
sales and marketing offices. The Berlin location also has two warehouses Materials HH and
External HH. They are used for storing raw materials and finished goods respectively.
MSI sells motorbikes and has recently acquired a company that manufactures motorbike
accessories located in Quebec, Canada. This acquisition was executed as part of an overall
strategy to expand MSIs operation. The acquisition presented MSI International with a
number of opportunities to achieve economies of scale across key operational and strategic
areas. The venture now presents MSI with an imperative to address operational constraints
arising from the incompatibility of legacy systems across the two organizations.
Recently, MSI has experienced record growth and expanded its business by selling to major
retail distributors throughout Europe & North America as well as a introduced a mail order
catalogue business. Last year their total revenue exceeded $1.5 billion. MSI sells 20% of its
products through independently owned stores, 65% through retail distributors and the
remaining 15% are catalogue teledirect via a toll free number. MSI imports 35% of its finished
product directly to its warehouses in Hamburg & Berlin. The remaining 65% is made or
refined directly on site at their manufacturing locations.
MSI International management reasoned that the implementation of an ERP system would
address many of its system issues and, at the same time, providing the opportunity to address
the process issues arising from the merger of the two operations. MSI International
management reviewed the ERP market offerings and selected the SAP R/3 System as the
integrated solution that could best support MSIs continued growth into the 21st century. MSI
International management has also demanded that the ASAP methodology be used for their
R/3 implementation.
H. Davidson, President of MSI International:
Due to our substantial business requirements and condensed timeline, it is necessary
for MSI to implement SAP R/3 using the AcceleratedSAP methodology. We will
implement Sales & Distribution and Procurement. We will be taking advantage of
many standard interfaces R/3 offers, such as EDI. The most important benefits we see,
and our main reason for choosing R/3, include the integration between modules, and
the improved communication between sales and manufacturing. R/3s superior
reporting capabilities and the ability to better support our distribution, manufacturing,
retail and mail order businesses will help us manage our growth in the future. We are
anxious to start our journey towards a successful GO LIVE!
(C) SAP AG
ASAP91
3-145
Page 197 of 296
From the presale process, it was determined that Sales & Distribution and Procurement
Enterprise Process Areas would be implemented. It was also determined that only a select
number of Scenarios for these two Enterprise Process Areas would be in scope.
Scenario Processes In Scope:
Sales Order Processing: Standard
Sales Order Processing: Make/Assembly To Order
Procurement of Materials & External Services
Internal Procurement
(For the purpose of this exercise, only a few Scenario Processes were selected. A typical project would
include more.)
A preliminary review of the project also indicated:
Variations across key processes, particularly in the purchasing area will need to be
addressed (centralized purchasing)
Issues relating to duplicate and redundant legacy systems will need to be resolved
MSI has many legacy systems, which they would like to replace with the R/3 System. None
of the systems are integrated therefore controls and reporting are less than ideal. They have
recently started an electronic commerce initiative via the Internet Project to increase Point of
Sale profits and bolster their share of the mail order market.
MSI International specializes in the production and distribution of motorbikes. However,
operations have also expanded to include but expanded recently into motorbike accessories
through the acquisition of Motorbikes Accessories, Inc., a Canadian based company. The
acquisition supports MSIs strategy to dominate the motorbike market. The new organization
is now comprised of four manufacturing plants with separate and joint distribution facilities for
motorbikes and accessories. The distribution plants for motorbikes are located in California
and Berlin. The distribution plant for accessories is in Quebec. Quebec was the former
Headquarters for Motorbikes Accessories and Hamburg is the Headquarters for Motorbikes
International. These two Headquarters have not yet been fully integrated. Currently, the new
organizations marketing and sales, strategic planning and operations divisions are managed
out of the Hamburg office although corporate services are run out of Quebec.
At the inaugural Steering Committee meeting, the Vice President of Strategic Planning
indicated that MSI International is planning to expand their manufacturing operations into
Indonesia to capitalize on lower costs of production, and a motorbike market there. This move
is scheduled to take place within the timeframe of the SAP implementation, and the Vice
President of Strategic Planning is seeking assurance from the SAP Implementation Partner that
the implementation will eventually incorporate the new site.
An organization chart showing geographic distribution of key divisions within the post merger
MSI International is presented overleaf.
(C) SAP AG
ASAP91
3-146
Page 198 of 296
Organizational Issues
Initial discussions with the Information Technology division within MSI International
indicated that there is a low level of computer literacy among operational staff. In particular,
many purchasing-related activities are manual. The staff in general will have had minimal
exposure to a Windows environment.
In addition to the computer literacy issue, MSI International also faces some significant
integration issues relating to cultural differences between the Canadian, European and
American operations. In particular, many Canadian staff prefers French as the first language
and are expected to resist any requirements to operate exclusively in English.
The pay rates for the US-based operations staff are significantly higher than that of their
Canadian and European counterparts. This disparity is partially attributed to the lower level of
technology skill requirements of the Motorbike operations, but not entirely. Motorbike
operation is a significantly smaller operation compared to Accessories and salaries reflected
this scale difference. While the rumors of pay differentials are filtering through the
organization, the staff is also concerned about possible job losses resulting from rationalizing
duplicate activities across the new organization. The announcement of the decision to
implement SAP is seen as the first step toward reducing staff numbers. Union officials have
had initial discussions on the implications for the MSI International workers and the packaging
industry as a whole, but have yet to meet with management.
MSI was planning to establish a presence on the Internet, allowing customers to view their
product range, order accessories directly and even custom design motorcycles on line to submit
for quotation. A business case for the project was prepared and approved by MSI management
prior to the SAP implementation. The Internet project, named New Wave, has a 12-month
development and implementation timetable, and has been under way for six months. To date,
New Wave has been progressing well, running to budget and on time.
(C) SAP AG
ASAP91
3-147
Page 199 of 296
MSI International : Organization Chart

President
MSI Int.
Vice President
Marketing and Sales
Vice President
Corporate Svces
Location: Quebec
Location: New York
Manager
Human Resources
(Hamburg)
Manager,
Information Tech
(Hamburg)
Manager of
Operations:
Accessories
(Quebec)
Supervisor :
Production
Supervisor :
Distribution
Vice President
Strategic Planning
Vice President
Operations
Location: Hamburg
Location: Hamburg
Manager,
Financial Services
(Hamburg)
Manager of
Production:
Motorbikes
(Berlin)
Manager of
Distribution:
Motorbikes
(Hamburg)
Manager of
Materials / Services
Purchasing: Motorbikes
(Hamburg)
Supervisor :
Purchasing
Vision for MSI International

MSI International has a long-term strategic vision of dominating the motorcycle and
accessories market in Europe, North America and Canada. Three key strategies support this
vision:
Optimal use of technology in all business processes;
Strategic distribution of operations across target markets;
Best practice staffing levels and business processes.
Goals and Objectives for MSI International
Significantly improve information systems structure by replacing out-dated legacy systems
Synchronize data between all functional modules, enabling numerous process

improvements
Provide for future growth
Improve reporting Establish organizational reporting capabilities to meet current business

requirements and to lay the groundwork for future functionality.
Evaluate and reorganize organizational data to meet MSIs current and future business
requirements
(C) SAP AG
ASAP91
3-148
Page 200 of 296
Improve data integrity standards and processes
Optimize use of available technology across the new company;
Establish common processes across geographical areas;
Increase staff skill-set in the use of technology to perform their functions; and
Increase and sustain MSI Internationals financial performance.
Project Background
The project was code named Project Harley. The project is to be managed as a series of
implementations, structured around specific processes. Initially, the project focus will be on
the procurement and sales and distribution processes as this is seen as the greatest opportunity
for improvement. Other process areas will be addressed in future projects.
The preliminary budget for Project Harley was developed to include the following:
Project management resources, both from MSI International and the SAP Consulting
Partner
Technical resources from the SAP Consulting Partner to assist MSI International, in its
development and implementation of a new system landscape
SAP Consulting Partner resources to configure SAP to ensure maximum fit to MSI
Internationals new procurement and sales & distribution operation
Hardware procurement and software licenses
3 MSI International full time resources on the project, one each from Procurement for
Motorbikes division, Accessories division and the Finance department.
Part time involvement of two of your key Steering Committee members
Some initial Project Team Training, to be conducted by SAP.
(C) SAP AG
ASAP91
3-149
Page 201 of 296
MSI LEGACY SYSTEMS
Accessories Operation - High level list of Purchasing & Inventory Mgt Systems:
Accounts Payable for

Accessories
This system is used to track incoming invoices and payments to

vendors associated with the newly acquired Accessories
manufacturing location.
Purchasing for Accessories
This system is used for Vendor masters (source), tracking purchase

requisitions, and purchase orders. The types of POs that handles:
Purchase Orders for Services, Blanket Purchase Orders, Vendor
unknown Purchase Orders.
Financials for Accessories
This is Accessories Divisions G/L and sub-ledger system for

internal reporting. Currently there is an interface with the Financial
System for Motorbikes which is utilized for external financial
reporting.
Inventory Management
System for Accessories
This system is used for inventory management of

Materials Required for Operations (MRO), Raw
material, Work in Process (WIP), and Finished Products.
Motorbike Operation Systems around Purchasing & Inventory Mgt:
Accounts Payable for

Motorbikes
This system is used to track incoming invoices and payments to

vendors.
Order Status Monitoring

System for Motorbikes
This system tracks requisitions, from release through Purchase

Order to the actual receipt of the required materials or services.
Financial System for

Motorbikes
Used for internal and external reporting.
Material Inventory
Management System for
Motorbikes Keep current
3rd Party Warehouse System
This system is used for inventory management of Materials

Required for Operations (MRO), Raw material, Work in Process
(WIP), and Finished Products.
Blanket Purchase Order for

Motorbikes
Managing of Vendor Masters and Blanket Purchase Orders.
(C) SAP AG
ASAP91
3-150
Page 202 of 296
MSI CURRENT HIGH LEVEL SYSTEM MAP

Motorbikes:
Order Status
Monitoring
System for
Motorbikes
Accounts
Payable for
Motorbikes
Blanket
Purchase
Order
for Motorbikes
Financial
System of
Motorbikes
Material
Inventory
Management
System for
Motorbikes
Includes a
Warehouse
System for
Motorbikes
Accessories:
Accounts
Payable for
Accessories
Purchasing for
Accessories
Inventory
Management
System for
Accessories
(C) SAP AG
ASAP91
3-151
Page 203 of 296
Financials for
Accessories
MSI - Project Harley: Geographic Scope
Berlin
Hamburg
Quebec
Seattle
New York
California
Indonesia
(C) SAP AG
ASAP91
3-152
Page 204 of 296
Implementation Roadmap Exercises

Unit: Implementation Roadmap
Topic: Phase 1: Project Preparation
Explain and, using the Implementation Assistant, demonstrate key
aspects of ASAP project preparation
Assume you are the Project Manager and contact person for the MSI R/3
Implementation project. Refer to the sample project document in the
appendix for the details necessary to complete this exercise.
The main areas of focus for the exercise will be: Project Charter, Project
Standards, Organization, and Scope.
1-1
Before an SAP Project can officially kick off, a company needs to define its
overall corporate goals and visions for its SAP implementation. In addition, it is
imperative that a company is able to justify the project and gain internal support.
How does ASAP support this?
1-2
What are the key elements that a Project Charter should contain?
1-3
As a Project Manager for MSI, you need to identify scope of MSIs SAP
implementation project. You must evaluate what internal and external factors are
driving its initiation. Based on the MSI Company information, define MSIs
business drivers or objectives for implementing SAP.
1-4
As a Project Manager for the MSI Project, you need to develop a Project
Organization and define Project Team Roles. You need to define project roles for
both MSI and external team members. How does ASAP support this? What is the
relationship of the roles with the project plan?
1-5
As a Project Manager for MSI, you need to capture the Scope of Business Processes
you have selected for MSI for use in the future. What accelerator do we use to do
this? Where is it located?
(C) SAP AG
ASAP91
3-153
Page 205 of 296
1-6
As a Project Manager, you must also develop standards and procedures to be

followed for the entire MSI Project. You need to determine how MSIs Project will
be accomplished. How does ASAP support this?
1-7
An important part of any SAP R/3 Implementation is the testing of the

configuration settings customized to meet a customers business requirements.
What accelerator does ASAP provide to help determine how and when testing
occurs? What types of testing strategies does ASAP recommend?
(C) SAP AG
ASAP91
3-154
Page 206 of 296

Topic: Phase 2: Business Blueprint
Locate the ASAP activity Project Team Training and explain its
purpose
Explain and demonstrate the use of the Q&Adb
Explain and demonstrate the creation and use of reports produced from
the Q&Adb, the Business Blueprint and Business Process Master List
(BPML) in particular
2-1
What is the stated purpose of the Project Team Training Activity?
2-2
Where can this training take place?
2-3
Open the Q&Adb. Type in the UserID and Password that you defined previously.
You are now logged into the Q&Adb and can familiarize yourself with its structure.
You will note that the Q&Adb User information you completed in the
ASAP Administration Tool is directly linked to the Q&Adb. Notice too
that you can view user information through the Q&Adb without having to
open the Admin Tool.
Click on Users in the Q&Adb tree structure Click on All Users in
the Associated Items window (upper right panel) Double Click on
any user id in the User ID list (lower right panel)
2-4
As the MSI project gets under way, there is an issue concerning three printers.
These are required for the project room, but are missing.
2-4-1 In what phase and task should the MSI project have defined its process and
procedure for handling issues?
2-4-2 What tools and accelerators are available to the MSI project for managing
its issues?
2-4-3 Record the issue using the ASAP provided tool.
(C) SAP AG
ASAP91
3-155
Page 207 of 296
2-5
The MSI Project Team determined a high level Business Process Scope for MSI
during the Project Preparation Phase and recorded the results in our Sample Scope
Document. The team now needs to further define this Business Scope by gathering
detailed business requirements for MSI. These must then be translated to express
the scope of work required to configure the R/3 System to meet MSIs business
requirements. For the purpose of this exercise, you will focus on Business Process
Scope, Organization Structures, General SAP Settings and Master Data.
2-5-1 What tool does ASAP supply to support scope definition?
2-5-2 As a team member of the MSI Project, you now need to determine which
items are needed for MSIs system organization structure. This will
determine the framework you need for configuring MSIs SAP system.
What kind of workshop do you need to conduct to determine these
requirements for MSI?
2-5-3 Where in the Implementation Assistant can you find information to help you
organize and conduct the workshop?
2-5-4 Where can you record the scope you determined as a result of the
workshop?
2-5-5 Set the following Organizational Structure Scope for MSI: Procurement and
Sales & Distribution Enterprise Process Areas.
2-5-6 Now that you have put MSIs Organizational Structure into scope, it is
important that you determine which Enterprise Areas have relationships to
the organizational elements you put in scope. How can you determine this?
Tip: This information can be found through the Information Tab.
2-6
As a member of the MSI Team you now need to analyze and determine whether
standardization for general customizing settings is important to MSI.
2-6-1 What type of workshop will you need to conduct for MSI to determine this?
organize and conduct this workshop?
2-6-3 Where can you record the scope you determined for MSI as a result of the
workshop?
(C) SAP AG
ASAP91
3-156
Page 208 of 296
2-6-4 Set the following General Customizing Settings in scope for MSI:
countries; and currencies.
2-7
As a member of the MSI Team you now need to determine the scope of Master
Data for MSI. Based on the Scenario Processes in scope for MSI, you determined
that Material, Material BOM, Customer, and Vendor master data would be required
for the scope of the MSI project. Record your findings in the Q&Adb i.e. access the
Q&Adb and put this master data in scope.
2-8
As determined in the General Requirements Workshop, MSI has agreed to SAPs

recommendation for the use of ISO Standards for all its naming and numbering
conventions. MSI has also agreed it will not use its current numbering convention
for materials any longer. MSI will let SAP automatically assign material
identification numbers. Use the CI Template to record this requirement.
2-9
As a member of the MSI Team, you now need to define the Business Processes that
will be in scope for the MSI Project.
2-9-1 What type of workshop will you need to conduct for MSI to determine this?
organize and conduct this workshop?
2-9-3 Where can you record the scope you determined as a result of the
workshop?
2-9-4 Set the following Business Process Scope for MSI:
Business Process Scope determined for MSI:
Enterprise Process Area: Sales & Distribution
Scenario Processes: Sales Order Processing (Standard); Sales Order
Processing: Make/Assembly to Order
Process Groups: Sales Order, Shipping, Billing (for both Scenarios)
Enterprise Process Area: Procurement
Scenario Processes: Procurement of Materials & External Services &
Process Groups: ALL
(C) SAP AG
ASAP91
3-157
Page 209 of 296
2-10
The Scope of the MSI project has now been determined and recorded in the
Q&Adb. As a member of the project team you will be working in the Q&Adb often,
and its complete structure is quite large. How can you reduce the view of the
Q&Adb to include only the areas that you have put in scope for the MSI Project?
2-11
It is now time to capture detailed requirements related to the business processes we

have set in scope for MSI. As a member of the MSI Team you need to familiarize
yourself with the Business Process Questions for Delivery Processing (found
under Business Process Sales and Distribution Sales Order Processing:
Make/Assembly to Order Shipping Delivery Processing) and the sections of
the CI Template Format in order to conduct your detailed requirements workshop.
2-11-1 You now need to record the findings you gathered at the detailed
requirements workshop. Assume you obtained the following answers to
business process questions. Record these now.
Documents are required to complete deliveries: Pick List, Pack List, Bill of
Lading, Material Safety Data Sheet (question 1)
Deliveries are allowed from multiple plants, plant is determined by the
customers shipping address (question 2)
Deliveries are created via background processing (question 10).
There are some customers that do accept partial deliveries, but the original
P.O. numbers must be referenced. (question 16)
2-11-2 You now need to record the findings you gathered at the detailed
requirements workshop for the CI Template. These are listed below. They
are for the same business process that you used previously (Sales Order
Processing: Make/Assembly to Order)
1. Requirements/Expectations
Need to be able to process deliveries in batches. Also, have to have the
capability to produce individual deliveries on an as-needed basis.
2. General Explanations
Must be able to produce deliveries on-demand to support emergency
orders.
2-12
You notice while working in the CI Template, that the questions are the same for
each process and process group.
2-12-1 Why do you think the ASAP methodology repeats the same questions?
(C) SAP AG
ASAP91
3-158
Page 210 of 296
2-12-2 As a result of the Business Process Delivery Processing (Assembly/Make-toOrder) workshop you discover the process is the same for Business Process
Delivery Processing (Standard). How would you record your findings?
2-13
As a Project Manager it is important to assign roles and responsibilities to assure

ownership and completion of work.
2-13-1 How does the Q&Adb assist you in assigning ownership to the business
process you put in scope for MSI?
2-13-2 Assign the appropriate process owners already established in the
Administration Tool to the process areas they are responsible for.
2-14
Most R/3 Projects require some level of programming (i.e. conversions, interfaces,
reports, enhancements, extensions, matchcodes, forms, etc.) ASAP recommends
that each project identifies and describes the functions for all of the programming
that is required for the project. How does ASAP support this recommendation?
2-15
Based on information gathered during a business process workshop for MSI, it was
determined that MSI had a special conversion requirement for their Materials. MSI
will be using SAPs numbering system for its material identification number.
However, for traceability purposes, MSI would like to store its old material
identification numbers from its legacy system on the new material master record in
SAP. Record this conversion requirement in a Functional Specification Form.
2-16
As a member of the MSI project team, you have been asked by Project
Management to present detailed documentation of the results gathered during
requirement workshops. This must include the scope of the project in terms of: R/3
general settings, master data, business processes and transactions; requirement
information gathered during the Organizational Structure Definition and Business
Process Definition Workshops; and any functional specification documentation data
that you gathered.
2-16-1 What reports are available in the Q&Adb to help prepare this information
for Project Management?
2-16-2 Run the reports.
2-17
Review the results in the Business Process Master List report. Although you have
not discussed the topic of Baseline Scope yet (this topic will be covered during the
Realization Phase), you need to determine which business processes are to be
included as a part of baseline scope during the Business Blueprint phase. Follow
the instructions below:
Mark all the Procurement Materials & External Services and Sales Order
Processing: Make/Assembly to Order business processes to be included in the
Baseline Scope. Use the Copy to subitems icon to accomplish this. Make sure
(C) SAP AG
ASAP91
3-159
Page 211 of 296
you also put the Enterprise Process Area in scope as well. Save the changes to
the BPML.
What entries appear in the Responsibilities column?
2-18
Review the results in the Organizational Structure List report. How can the MSI
Project make use of this list?
2-19
Review the results in the Development List report Notice the content of the
Functional Specification Form has been automatically transferred to the
Development List. How can the MSI Project make use of this list?
(C) SAP AG
ASAP91
3-160
Page 212 of 296

Topic: Phase 3: Realization
Explain the purpose and function of the ASAP processes of:
configuration and confirmation; and integration
Identify and access the tools and accelerators supporting both the
configuration and confirmation, and the integration ASAP processes
The configuration and confirmation effort followed by that for the
integration is tracked in Realization Phase of the MSI R/3
implementation project.
3-1
As a project team member for the MSI Project, what are your main areas of
responsibility during the Realization Phase?
3-2
Configuration, confirmation and integration process for the MSI Project.

3-2-1 What are the key tools and inputs you will use to manage, monitor, and
drive your configuration, confirmation and integration process for the MSI
Project?
3-2-2 Where will you find this information?
3-3
As an Application Consultant on the MSI project, you are just about ready to start
customizing the R/3 system to meet MSIs requirements. You will no doubt have
questions regarding these requirements.
3-3-1 What will be your reference source for answering all questions about
requirement definitions?
3-3-2 What should you do if changes to MSIs requirements are needed?
3-4
(C) SAP AG
As a Project Team Leader for MSI, you now need to develop your configuration
plans for the MSI Project. Describe ASAPs recommended two-part approach for
managing configuration.
ASAP91
3-161
Page 213 of 296
3-5
As a Project Manager, you now need a work plan for managing the Baseline Scope
Activities. You identified and assigned what configuration will be within the scope
of baseline during the Business Blueprint Phase 2.
3-5-1 What is the tool you generated to manage configuration and testing plans?
3-5-2 How can you create a separate baseline configuration plan?
3-5-3 Create a baseline configuration plan for MSI accordingly.
3-6
As a Project Team Leader, you now need to assign responsibilities for the MSI
Baseline Scope work activities.
3-6-1 What are the areas of responsibility?
3-6-2 Assign responsibilities accordingly. To whom should you assign this
responsibility and why?
3-7
As an Application Consultant on the MSI project, your baseline configuration has

progressed well and you now need to document the procedural steps for completing
the R/3 transaction VL01 - Create Delivery. What accelerators are provided by
ASAP to assist you with this documentation, and where and how can they be
accessed?
3-8
Use the Links icon to access the accelerator for the Business Process Procedure
(BPP) Create Delivery. Review this document for completeness. Now display the
corresponding level 5 CI template (Delivery Processing) using the same process.
3-9
As an Application Consultant on the MSI Project, you now need to confirm your
baseline configuration.
3-9-1 Define the types of testing ASAP recommends that you need to perform to
confirm baseline configuration and explain why.
3-9-2 Where can you record the results of the testing?
3-9-3 Where do you find information on the ASAP testing recommendations for
confirming baseline configuration?
3-10
(C) SAP AG
Baseline configuration has been confirmed and the team is ready to begin Final
Configuration. As a Project Team Leader for the MSI Project Team, you now
need to create a configuration plan for the Final Configuration and Confirmation.
You must now expand your baseline solution by organizing your Final
Configuration Activities into multiple cycles (C1, C2, C3, and C4).
ASAP91
3-162
Page 214 of 296
3-10-1 Name the accelerator ASAP provides to assist with determining the
configuration for each cycle, and reference it to outline the strategy for
determining what configuration is a part of which cycle.
3-10-2 Where do you indicate and store your cycle assignments?
3-10-3 Assign the relevant configuration to C2 for the MSI Project.
3-10-4 Now that you have assigned the relevant configuration for inclusion in
Cycle 2.
a) Create your own C2 worksheet for these processes.
b) What are the only elements included in this worksheet?
c) Why are there no other structural elements included in the C2
worksheet?
3-11
As a Business Process Team Member, now that the final configuration plan is
complete and final configuration is under way, you need to: document your
business requirements to be tested within the current cycle; and also document how
these tests should be performed.
3-11-1 What template does ASAP offer to assist with this task?
3-11-2 What is the overall objective/purpose for this template?
3-12
Now that Final Configuration is close to being confirmed, as the Project Team
Leader for the MSI Project, you need to look ahead and prepare for Final
Integration Testing.
3-12-1 What are the key differences between integration testing, scenario testing
and unit testing?
3-12-2 What are the three (3) key tasks you will need to focus on for Final
Integration Testing?
3-12-3 You now need to define the scope of integration testing for MSI. What do
you need to define as part of your Integration Test Scope and what factors
do you need to consider?
3-13
You now need to develop your final integration test plan for MSI.
3-13-1 How does ASAP recommend you structure your Final Integration Test
Plan?
(C) SAP AG
ASAP91
3-163
Page 215 of 296
3-13-2 What type of tests should you start with and end with?
3-13-3 How are final integration tests linked to the testing done during Baseline
and Final Configuration?
3-14
As the Project Team Leader for the MSI project, you need to assign roles and
responsibilities for Integration Testing.
3-14-1 What does ASAP recommend and why?
3-14-2 How does this differ from Baseline and Final Configuration Testing
(C) SAP AG
ASAP91
3-164
Page 216 of 296
Implementation Roadmap Solutions

Topic: Phase 1: Project Preparation
1-1
Follow the step by step tasks associated with the Create & Issue Project Charter
Activity within the Project Preparation Phase.
Procedure: Project Preparation Phase Initial Project Planning Work
Package Create & Issue Project Charter Activity. You can now view the
Project Charter White Paper through the links tab by clicking on the
document.
1-2
The key elements of the Project Charter:
Mission statement
Goals and objectives
Scope
Critical success factors
High-level project plan
Organization/staffing requirements
Management responsibility
Resource allocation
Cost/benefit analysis
Risk assessment.
Procedure: Project Preparation Phase Initial Project Planning Work
Package Create & Issue Project Charter Activity. You can now view the
Project Charter White Paper through the links tab by clicking on the
document.
1-3
(C) SAP AG
Objectives for MSI Internationals SAP implementation:

Significantly improve information systems structure by replacing out-dated
legacy systems
Synchronize data between all functional modules, enabling numerous process
improvements
Provide for future growth
Improve reporting Establish organizational reporting capabilities to meet
current business requirements and to lay groundwork for future functionality.
ASAP91
3-165
Page 217 of 296
1-4
Evaluate and reorganize organizational data to meet MSIs current and future
business requirements
Improve data integrity standards and processes
Optimize use of available technology across the new company;
Establish common processes across geographical areas;
Increase staff skill-set in the use of technology to perform their functions; and
Increase and sustain MSI Internationals financial performance.
Follow the procedure outlined in the task Refine Organization & Roles within the
Determine Project Organization Activity of the Project Preparation Phase. ASAP
outlines key roles required to run an SAP implementation. ASAP also provides
detailed procedures and steps to follow to set up a project organization, project
areas and clearly defined project roles.
Each role is assigned tasks to perform within the Project Plan.
Procedure: Open Project Preparation Phase Open Initial Project
Planning Work Package Open Determine Project Organization Activity
Open Refine Organization & Roles Task. You can now view the procedure and
steps recommended by ASAP to determine the project organization. You can also
view the recommended roles and role descriptions through the links tab by
clicking on any of the documents.
1-5
The accelerator is the Sample Scope Document.

Procedure: Locate the accelerator in the Implementation Assistant:
Implementation Roadmap Open Project Preparation Phase Open
Initial Project Planning Work Package Open Review and Refine
Implementation Strategy Activity Open Review Implementation Proposal
Task. You can now view the Sample Scope Document through the links tab.
1-6
The ASAP methodology provides 2 detailed Activities to support this. They are
within the Project Procedures Work Package of the Project Prepartion Phase. 1)
Project Management Standards & Procedures and 2) Implementation Standards &
Procedures. These procedures will provide a baseline of information to be
referenced throughout the implementation.
1)
(C) SAP AG
Project Management Standards & Procedures: ASAP recommends these be

addressed during Phase 1 to establish clear guidelines. Some of the key
elements ASAP recommends be defined include:
Steering committee meeting schedule
How change management is handled
Project monitoring and status reporting
Meeting schedules for core team and extended project team
Overall project communication methods and processes
ASAP91
3-166
Page 218 of 296

2)
Project documentation.
Implementation Standards & Procedures: ASAP recommends that some of

these elements be established by the technical members of the project team,
and others by the business or functional members of the team. As with
project management standards and procedures, ASAP recommends these be
addressed during Phase 1 and that clear guidelines are established. Some of
the key issues ASAP recommends be defined are:
Overall configuration standards for the project
Initial system authorization standards
How system enhancements are handled
How and when testing occurs.
Procedure: Open Project Preparation Phase Open Project Procedure

Work Package Open Project Management Standards & Procedures Activity.
You can now view the procedure and steps recommended by ASAP to determine
the project management standards and procedures. Upon reviewing the content
Open Implementation Standards & Procedures Activity. You can now view
the procedure and steps recommended by ASAP to determine the implementation
standards and procedures.
1-7
ASAP provides an in-depth white paper on testing strategies.

ASAP recommends the following Types of Testing:
Unit testing
Scenario testing
Development testing
Integration testing
Technical system testing
Performance testing.
Procedure: Open Project Preparation Phase Open Project Procedure

Work Package Open Implementation Standards & Procedures Activity
Open Define Testing Strategies Task. You can now view the Testing Strategies
White Paper through the Links tab by clicking on the document.
(C) SAP AG
ASAP91
3-167
Page 219 of 296

Topic: Phase 2: Business Blueprint
2-1
The purpose of this activity is to conduct project team training for team members to
obtain R/3 functional and technical knowledge. This training enables the project
team to start to match their business requirements with R/3 functions during the
Business Blueprint phase.
2-2
The training can take place either at the customer site or at an SAP training facility.
Additional means of training to supplement core training are also becoming
available.
2-3
Procedure: Implementation Assistant Tools Question and Answer Database
2-4
2-4-1 Project Preparation Phase Project Procedures Work Package Define
Project Management Standards & Procedures Activity Create Issue
Management Plan Task.
2-4-2 Accelerators: Issue Form and Project Issues Management How To Guide
Tool: Q&Adb Issue Database
2-4-3
Procedure: Note: To add, change, or delete an issue, use the Issues
menu on the Q&Adb menu bar.
To add an issue: Issues Add Enter information in the Issues
editor including: an issue header name and a full description of the issue
in the appropriate fields Click the Details tab to complete your entry
Save (A sample entry of the issue is provided below)
To view issues: Click on Issues in the Q&Adb tree structure Click
on All Issues in the right panel Issues will be displayed in a table in
the lower half of the right panel.
(C) SAP AG
ASAP91
3-168
Page 220 of 296
Issue
Project Printers
Description of Issue:
Need 3 printers for Project Team War Room
Classification:
Project Management
Priority:
High
Project Phase:
Business Blueprint
Status:
Open and Assigned
Entered By:
Persons name logged into the Q&Adb will appear by default
Responsible 1:
A Team Leader
Responsible 2:
A Team Member
Date Required:
Tomorrows date
2-5
2-5-1 Q&Adb
2-5-2 Organizational Structure Workshop.
2-5-3
Business Blueprint Phase Organizational Structure Definition Work
Package Define Business Organizational Structure Activity.
2-5-4
Record findings in the Q&Adb SAP Reference Structure
Organization
2-5-5
Procedure: Clicking on ! to the left of the icons in the Q&Adb tree
structure, expand the structure as follows: SAP Reference Structure
Organization Procurement (Enterprise Process Area)
highlight and right click on the word Procurement select Set in
scope select the Yesbutton to put all the sub items in scope.
In a similar manner, complete the scope for the Sales & Distribution
Enterprise Process Area by repeating the above sequence.
2-5-6 Customer Service, Procurement, Quality Management, Sales &
Distribution
Organization Procurement (Enterprise Process Area) click on
the words Purchasing Organization Click on the Information tab
Click on the words Where used - Enterprise Area in the Associated
Items window in the upper right panel. You can now review the results in
the lower right panel.
2-6
(C) SAP AG
ASAP91
3-169
Page 221 of 296
2-6-1 General Requirements Workshop.

2-6-2
Business Blue Print Phase Business Process Definition Work Package
Conduct General Requirements Workshop Activity.
2-6-3
Record findings in the Q&Adb SAP Reference Structure General
Settings
2-6-4
General Settings Set Countries highlight and right click on the
words Set Countries select Set in scope.
Complete the scope for the Currencies by repeating the above sequence in a
similar manner.
2-7
Procedure: Clicking on ! to the left of the icons in the Q&Adb tree structure,
expand the structure as follows: SAP Reference Structure Master Data
General Master Records Material Master highlight and right click
on the words Material Master select Set in scope.
In a similar manner, complete the scope for the Material BOM, Customer Master,
and Vendor Master by repeating the above sequence.
2-8
Procedure: Clicking on ! to the left of the icons in the Q&Adb tree structure,
expand the structure as follows: SAP Reference Structure Master Data
General Master Records Material Master Click on the Business
Analysis tab Click on CI Template in the Associated Items window
Record this business requirement in the description area for section #3 Naming/Numbering Conventions.
2-9
2-9-1 Business Process Workshop.
2-9-2
Business Blueprint Phase Business Process Definition Work Package
Conduct Business Process Workshop Activity.
(C) SAP AG
ASAP91
3-170
Page 222 of 296
2-9-3
Record findings in the Q&Adb SAP Reference Structure Business
Processes
2-9-4
structure, expanding the structure as follows: SAP Reference Structure
Business Process Sales and Distribution (Enterprise Process
Area) Sales Order Processing (Standard), (Scenario Process) Sales
Order (Process Group) highlight and right click on the words Sales
order select Set in scope select the Yes button to put all the sub
items in the Sales Order Process Group in scope.
In a similar manner, complete the scope for the Sales and Distribution
Enterprise Process Area by repeating the above sequence for Sales Order
Processing: Make/Assembly to Order: Shipping; and then Billing.
Follow the above steps to include:
Enterprise Process Area: Sales and Distribution
Scenario Process: Sales Order Processing: Make/Assembly to Order
Process Groups: Sales Order; Shipping; Billing
Enterprise Process Area: Procurement
Scenario Processes: Procurement of Materials and External Services;
Process Groups: All for each of the Scenario Processes
2-10
Procedure: In the Q&Adb, View (top menu bar) In scope the Q&Adb tree
structure closes to its top level icons on the Q&Adb tree structure, click the ! to
the left of SAP Reference Structure only the Enterprise Process Areas in
scope are listed Clicking on the ! symbols to the left, expand all of the
structure levels: Enterprise Process Areas; Scenario Processes; Process Groups;
and Processes.
2-11
2-11-1
Procedure: On the Q&Adb tree structure, clicking on the + symbols to the
left: SAP Reference Structure Business Process Sales &
Distribution Sales Order Processing: Make/Assembly to Order
Shipping Delivery Processing.
Click on the words Delivery Processing Double click on Questions
in the Business Analysis Tab in the top right panel. The question and
the answer input fields for each question are displayed in the lower part of
the right panel. Complete the answers by double clicking on a question.
Continue in similar vein until the answers to all 4 questions have been input:
(C) SAP AG
ASAP91
3-171
Page 223 of 296
Question 1 - Pick List, Pack List, Bill of Lading, and Material Safety
Data Sheet
Question 2 - Customers shipping address determines which plant the
material is delivered from
Question 10 - Background processing
Question 16 - Some customers do accept partial deliveries, the original

P.O. numbers must be referenced
To leave the Business Process Questions, click once again on the words
Delivery Processing in the Q&Adb structure. You can now see the
number of questions that have been answered in Questions in the top right
panel.
2-11-2
left: R/3 Reference Structure Business Process Sales & Distribution
Sales Order Processing: Make/Assembly to Order Shipping
Delivery Processing.
Click on the words Delivery Processing Click CI Template
(Customer Input Template) in the upper right panel.
Using the information listed in the exercise, complete the 1st two
questions, which display in the lower right panel. Double click on a
question type in the answer close the answer input window click
Yes to save.
2-12
2-12-1 The same processes are repeated in different areas.
2-12-2 Define the Business Process Delivery Processing (Assembly/Make-toOrder) as the dominant entry and Business Process Delivery Processing
(Standard) as the subordinate entry.
left: SAP Reference Structure Sales & Distribution Sales Order
Processing: Make/Assembly to Order Shipping Delivery Processing.
Right click Delivery Processing Make Dominant Select Processes
subordinate to: <Name of process> window appears in the right panel.
Subordinate entry: Sales Order Processing (Standard). Select to make
this entry subordinate: click the first, lefthand column in the Select
Scenarios Subordinate to: <Name of process> window and a dot appears
click OK click OK to mark your selection subordinate.
Choose the subordinate entry on the Q&Adb tree structure by clicking on
the + symbols to the left: SAP Reference Structure Sales & Distribution
Sales Order Processing (Standard) Shipping Delivery Processing
- note this process is labeled s for subordinate.
(C) SAP AG
ASAP91
3-172
Page 224 of 296
Right click on Delivery Processing and select View Dominant. The

Q&Adb takes you to the dominant entry and also highlights it in the
structure.
2-13
2-13-1 The Q&Adb enables one to assign responsibility for business processes.
2-13-2 Assign the user profiles of the two MSI Process Owners, Janet White and
Adam Rogers, to their Scenario Processes (Janet the two Sales Order
Processing Scenarios; Adam - the two Procurement Scenarios). Assign,
Tom Jones (SD) and Juergen Szester (Purchasing), to appropriate Process
Groups within these sales and procurement scenarios.
Procedure for Scenario Processes:
Choose Sales Order Processing: Make/Assembly to Order on
the Q&Adb tree structure by clicking on the + symbols to the
left: SAP Reference Structure SAP Reference Structure Sales
& Distribution Sales Order Processing: Make/Assembly to
Order Right click on Sales Order Processing:
Make/Assembly to Order Set Owner Select Business
Owner Select the appropriate name from the drop down list
for Owner (Janet White, user name jaw her initials) OK
Yes to clear ownership settings for the selected scenario
process to the name you selected.
Repeat the above procedure to assign Janet White as the owner for Sales
Order Processing (Standard) also. Proceed, using the same procedure, to
assign Adam Rogers (user name agr his initiails) as the owner for the
two Scenario Processes in scope in the Procurement Enterprise Process
Area (Procurement Materials & External Services, and Internal
Procurement).
Procedure for Process Groups:
Choose Sales order on the Q&Adb tree structure by clicking on the +
symbols to the left: SAP Reference Structure Sales & Distribution
Sales Sales Order Processing Make/ Assembly to Order Sales
order.
Right click on Sales order Set Owner Check Business Owner and
select the appropriate name from the drop down list for Owner (e.g. Tom
Jones, SD Team Member) OK Yes to clear ownership settings for
the selected process group to the name you selected.
Proceed as above to assign the other team members to the remaining process
groups in scope.
For example:
(C) SAP AG
ASAP91
3-173
Page 225 of 296
Tom Jones, user name

tjj his initials (SD
Team Member)
all Process Groups in the Sales Order

Processing: Make/Assembly to Order
Scenario Process
Tom Jones (SD Team

Member)
all Process Groups in the Sales Order

Processing (Standard) Scenario Process
Rolf Schmidt, user

name rss his initials
(Project Manager)
all Process Groups in the Procurement of

Materials & External Services Scenario
Process
Adam Rogers, user

name agr his initials
(Purchasing Team
Leader)
all Process Groups in the Internal

Procurement Scenario Process
2-14
Functional Specification Forms
2-15
Procedure: Clicking on + to the left of the icons in the Q&Adb tree structure:
SAP Reference Structure Master Data General Master Records
Material Master Click on Technical Analysis Tab in the Associate Items
window Click on the word Conversions Right click anywhere in the lower
right panel Select Add from the menu selection Type Mat_
Mast_Conv_Req.doc as the title and select OK. Enter the following information
in the Functional Specification Document Save the document and close
MSWord.
Functional Specification Information:
Title: Material Master Conversion Requirements
Program Type: X = Conversion
Priority X = high/mandatory
Detailed Functional Description = Material Identification numbers will be
automatically assigned by SAP, store MSIs old material identification
number from the legacy system on the new material master record in SAP for
traceability.
The document is now linked to the Master Data General master records
Material Master. You can view and edit this document from the Q&Adb by
clicking on + to the left of the icons in the Q&Adb tree structure: SAP Reference
Structure Master Data General Master Records Material Master
Click on Technical Tab in the Associate Items window Click on the word
Conversions Select document from the list in the lower right panel.
2-16
(C) SAP AG
ASAP91
3-174
Page 226 of 296
2-16-1 Reports available are: Business Blueprint for detailed documentation of the
results gathered during the requirements workshops; BPML for
documentation of the business processes, general settings, master data and
transactions defined in the project scope for MSI; Organizational Structure
List (OSL) for information on the Organizational Structure Definition; and
the Development List (DL) for documentation on the functional
specification documentation data that was entered.
2-16-2
Procedure to run the reports:
Business Blueprint (check the box Include Business Process
Questions) - Naming Convention to use: BB [iteration] [date] (eg BB
01 010199.doc)
To generate:
In the Q&Adb: Reports (top menu bar) Business Blueprint All
check Answered Questions and CI Template and click Generate
File name BB [iteration = 1][Date = today].doc Save (save file in
Reports folder).
Refer to the appendices for a completed example of the Business
Blueprint.
Business Process Master List Naming Convention to use: BPML
[initials] [iteration] (eg BPML FLD 01.xls) Do Not print the BPML.
To generate:
In the Q&Adb: Reports (top menu bar) Master Lists Business
Process Master List Generate File name BPML [your
initials][iteration = 1].xls Save (save file in Reports folder) OK
Refer to the appendices for a completed example of the Business
Process Master List.
Organizational Structure List

To generate:
In the Q&Adb: Reports (top menu bar) Master Lists
Organizational Structure List Generate File name OSL [your
Refer to the appendices for a completed example of Organizational
Structure List
Development List
To generate:
In the Q&Adb: Reports (top menu bar) Master Lists
Development List Generate File name BPML [your
2-17
(C) SAP AG
Mark all the Procurement Materials & External Services and Sales Order
Processing: Make/Assembly to Order business processes to be included in the
Baseline Scope. Use the Fill Cells of Child Records icon to accomplish this.
Make sure you also put the Enterprise Process Area in scope as well. Save the
changes to the BPML.
ASAP91
3-175
Page 227 of 296
Procedure: To access the Business Process Master List (BPML), on the

Q&Adb tree structure, by clicking on the + symbols to the left: Reports
Master Lists BPML double click on BPML.xls to open the Excel
spreadsheet.
First mark Sales Order Processing: Make/Assembly To Order for inclusion in
the Baseline Scope: click the box in the Sales Order Processing:
Make/Assembly To Order row under the Baseline Scope Create column
input an x in the box press enter click again on the box to highlight it
click the icon Copy to Sub Items (third icon down on the vertical tool bar
to the extreme right) click Yes to confirm in the same way, scroll down
to Procurement of Materials and External Services and mark for inclusion in
Baseline Scope.
What entries appear in the Responsibilities column?
The Owner selected in the Q&Adb structure is also assigned to the
Responsibilitiescolumn in the Business Process Masterlist (BPML) i.e. the
BPML maintains ownership selections. For example, JAW will be shown in the
BPML as Owner for Sales Order Processing: Make/Assembly To Order if, in a
previous exercise in the Q&Adb, you had assigned ownership for this Scerario
process to Janet White (initials JAW), MSIs specified Owner here.
2-18
The Organization Structure List (OSL) contains all the structure elements set in
scope in the Q&Adb that correspond to organizational units to be configured in the
Realization phase. MSI can use the OSL to help define the structure and
configuration of organizational units.
2-19
The Development list contains all the structure elements set in scope in the Q&Adb
that correspond to the areas covered by a Basis consultant during the Realization
phase, such as the development of reports, interfaces or data transfers. MSI can use
the Development list to structure and manage all information relevant to the above
activities, such as the Functional Specification and the Technical Specification.
(C) SAP AG
ASAP91
3-176
Page 228 of 296

Topic: Phase 3: Realization
3-1
Main areas of focus during the Realization Phase are configuration, testing (unit,
scenario, development), confirmation, and integration testing.
3-2
3-2-1 The master lists are the tools used to manage, monitor and drive the
configuration, confirmation and integration process. Specifically, the
BPML acts as the central repository and contains all the R/3 business
processes and transactions that represent the scope of the project.
Worksheets can be generated within the BPML to specify sequence,
schedule and assign responsibility for the work involved.
3-2-2 The key inputs used to manage, control and drive the configuration and
confirmation process are the worksheets derived from the master lists. The
master lists reflect the information defined in the Business Blueprint
document generated in Phase 2. The Business Blueprint contains all the
business requirements that were defined in the Q&Adb along with project
scope.
3-3
3-3-1 The Business Blueprint will be the reference source for answering all
questions about requirement definitions.
3-3-2 If there are changes to MSIs business requirements, the scope management
process must be invoked to document and evaluate the necessity, costs and
benefits of the change, and, if approved, the Blueprint Document must be
updated or appended with the scope change document.
3-4
ASAPs recommended configuration approach for managing configuration is to

divide configuration into two areas of work: Baseline and Final Configuration.
Baseline configuration uses a functional approach to configure the system. Baseline
configuration is where you work on processes that can be configured without
programming or enhancements.
Final configuration uses a process approach that refines the configuration to the
business process. The Final configuration must reflect how you run your business.
Final configuration should be divided into four cycles. Each cycle builds on the
other, providing continuous refinement throughout final configuration - what you
learn in the initial configuration cycle can affect subsequent cycles.
(C) SAP AG
ASAP91
3-177
Page 229 of 296
3-5
3-5-1 The BPML is the tool to manage all configuration plans.
3-5-2 You can create your own Baseline worksheet for the MSI processes and
transactions you assigned to baseline scope during the Phase 2: Business
Blueprint exercises, by marking Xs directly in the BPML.
To create your own Baseline Scope worksheet: click the word Create on
row 3 of the Baseline Scope column click Yes on the resulting
message window to delete any and all existing Baseline data the
Baseline Scope worksheet is then displayed (also referred to as the
Baseline Scope Document or BSD)
To create an outline of the worksheet: click the icon labelled Collapse all
(second icon down on the vertical tool bar to the extreme right side of the
screen). Note that the worksheet condenses and an outline section is added
at the left side of the screen. Click the ! icon(s) in the outline section to
open the outline of the Baseline Scope you have just created.
3-5-3
Procedure: To access the Business Process Master List (BPML):, on the
SAP Reference Structure, click on the ! symbols to the left: Reports BP
Master List Reports then double click on the Excel spreadsheet (the
BPML created previously) to open it.
In the Master List worksheet, carefully check that all the correct Enterprise
Process Areas, Scenario Processes, Process Groups, Business Processes and
Business Process Procedures were selected for inclusion in the Baseline
Scope.
Procedure: To select an item for inclusion in the Baseline, click in the
appropriate rows in the Baseline Scope column on the BPML and type x.
To review, the following should have been included:
Sales
Sales Order Processing: Make/Assembly to Order
Sales Order
Shipping
Billing
Procurement
Procurement of External Materials and Services
Purchase Requisition
Purchasing
Transportation
Goods Receipt
Service Entry Sheet
Warehouse
Quality Inspection Following Goods Receipt
Invoice Verification
(C) SAP AG
ASAP91
3-178
Page 230 of 296
3-6
3-6-1 The responsibilities assigned in the Baseline Scope were those for the
configurator, writer and tester.
3-6-2 The person responsible for configuration work activities of the baseline
scope is the Application Consultant assigned to the structure item in the
Q&Adb. The tester in the Baseline Scope for baseline scenarios is the
Owner assigned to the structure item in the Q&Adb. . The Business
Process Owners should be responsible for testing the processes they own to
ensure that all requirements have been met.
Note: The business process owner is involved in creating baseline scenarios
along with the application consultant. For the subsequent scenario testing
and confirmation for each cycle during Final Configuration the business
process owner should take on more responsibilities (i.e. defining the test
scenarios and reviewing and approving the test results).
3-7
Business Process Procedures (BPPs). BPPs are assigned to the transactions

within the Business Processes in the Business Process Master List (BPML). BPPs
can be accessed directly from the BPML by highlighting a specific Business
Process Procedure and using the Links functionality. BPPs can also be accessed
directly through the Implementation Assistant, as well as through SAPs SAPNet
(http://www.sapnet.sap.com/asapcontent).
3-8
Procedure: Reduce the view of the Business Processes so that only Level 4
processes show (use the outline capability to accomplish this). Find the row with
Create Delivery click the X in the column of the same row click on the
Links icon (first icon on the vertical tool bar to the extreme right) click the
OKbutton in the Related files dialog box to open the selected BPP the MS
Word BPP document is opened and can be viewed or edited.
Repeat the above process using the Links icon in a similar manner to display the CI
Template for the process group Delivery Processing. (unless the CI Template was
filled in, you will get an error message).
3-9
3-9-1 During Baseline configuration, testing of single transactions (Unit Test)
needs to be performed to confirm configuration. In addition, you need to
start to demonstrate consistent flow of the business process (Scenario Test).
This confirms that your baseline configuration is without error. However, to
confirm that all baseline business requirements are satisfied by your R/3
System as configured, you must refer back to the Blueprint.
(C) SAP AG
ASAP91
3-179
Page 231 of 296
3-9-2 There is normally no need to develop detailed test documentation for Unit
Testing. For simple transactions, testing can be done straightforwardly
during configuration and the results (status T = Tested and any comments)
can be recorded in the corresponding BPML worksheet. However, some
transactions are very complex involving multiple screens, functions and
variations to run. These transactions (e.g. Sales order) can be documented
and tested within a BPP. This is achieved by maintaining the test section of
the BPP with test conditions and variations of the standard transaction.
To document scenario testing, it is recommended you use the Test Scenario
template, entering every single step (transaction) with input and output data.
These documents can also be used for confirmation of your integrated
scenarios at the end of the Baseline Configuration and for the confirmation
of each cycle during Final Scope Configuration.
3-9-3
Procedure: Open the Implementation Assistant Clicking on the ! icons,

expand the following: Implementation Road Map 3 Realization
Phase 3.4 Baseline Configuration and Confirmation Work Package
3.4.1 Develop Plans for Baseline Configuration Activity 3.4.1.3
Define Baseline Test Cases. You can now view the Testing Strategy
White Paper through the links tab by clicking on the document.
3-10
3-10-1 ASAP provides an accelerator called Cycle Concept and Group Definition
Checklist that provides in depth information around the configuration cycle
concept. You can determine what cycle to assign your configuration to by
the criteria taken from the configuration cycle concept check list document
listed below.
Cycle 1 - tune the configuration to the business process for master data
and high priority basic transactions. (this cycle is intended primarily for
baseline knowledge transfer between the consultants and the customer
configurators)
Examples include: creation of sales areas, G/L account codes, factory
calendars and customer match-codes; of high priority master data are
material master records, customer master records, vendor master
records, initial inventory stock; and of high priority basic transactions
are Create Sales Order, Create Purchase Order, Create Production Order
and Apply Customer Payment.
(C) SAP AG
Cycle 2 - complete the tuning of the configuration and business process

for master data and basic transactions. As you progress into Cycle 2,
you will be looking at less frequent basic transactions and common
conditions. Examples include: creation of pick-pack requirements,
create transport routes, define interest calculation rules and define
vendor dunning rules; master data are customer credit limits, material
determination records; and basic transactions include medium priority
transactions such as Create Quotation, Create collective MRP and
Create Vendor down payment request.
Cycle 3 - refine the configuration and master data by running high
priority business processes. Examples include: cost center analysis and
ASAP91
3-180
Page 232 of 296
physical inventories, create a sales order with delivery or billing block,

create a standard sales order, create delivery note for that order, and post
goods issue for that delivery.
Cycle 4 - complete the refinement of the configuration by running
business processes that include exception transactions, reports, user
profiles and all business processes within a given function or R/3
module to ensure readiness for integration testing.
3-10-2 Once you have identified what configuration goes in what cycle, you can
store this information in the BPML.
3-10-3 In the Master List worksheet, carefully mark all the Internal Procurement
and Sales Order Processing Standard business processes to be included in
the C2 Scope. Use the Copy to sub items icon to accomplish this. Make
sure you also put the Enterprise Process Area in scope as well. Save the
changes to the BPML. Note: this exercise does not simulate or represent
either the actual content or process for determining Cycle Scope. It is
constructed in this way solely for simplicity.
Procedure: Access the Business Process Master List (BPML), on the SAP
Reference Structure, by clicking on the ! symbols to the left of: Reports
Master Lists BPML. Double click on your BPML document to open
the MS Excel spreadsheet.
First mark Internal Procurement for inclusion in the C2 Scope: find the
row that includes Internal Procurement in Level 3 (column C) follow
that row to the right and type an X in the cell under C2 Create
(columnT) press Enter click again on the cell you just marked
with an X to highlight it click the icon Copy to Sub Items (third
icon down on the vertical tool bar to the extreme right side of the screen)
In the Fill range message box click the Yes button to confirm. In
the same manner, scroll down to Sales Order Processing (Standard)
and mark for inclusion in C2 Scope.
Note that, unlike previous releases of ASAP that may have caused some
confusion in this area, items no longer come pre-marked with an x in the
C1 to C4 (Cycles 1 to 4) columns on the Master List worksheet.
(C) SAP AG
ASAP91
3-181
Page 233 of 296
3-10-4
a)
Procedure: To create a Cycle 2 (C2) worksheet in the BPML: click on
the word Create under the title C2 in columnT click the Yes
button in the Delete C2 message box. Any and all previous contents
of the C2 worksheet will be deleted and replaced with the C2 scope
specified from the Master List worksheet. The Cycle 2 scope
worksheet is now the active worksheet.
b) The only elements included on the C2 worksheet you have just created
are those that you have marked x on the Master List. Note that the
Cycle worksheets must include Business Process Procedures (BPPs)
representing transactions, the most detailed level in the process
hierarchy (Enterprise Process Area Scenario Process Business
Process Group BPP).
c) No other structural elements are included on the C2 worksheet as no
others were selected on the Master List.
Note: Now that the C2 scope worksheet has been created, the Business
Process Team Lead is responisble for assigning persons and planned dates
to accomplish individual deliverables including: configuration, Test
Scenario documents, BPP documents, and test execution. Once, this
information is added to the C2 scope worksheet it can be referred to as the
Cycle 2 Plan.
3-11
3-11-1 Test Scenario templates. ASAP also provides a List of Predefined Test
Scenarios to use as examples or as a starting point for testing.
Procedure: Realization Final Configuration and Confirmation
Develop Plans for Final Scope Configuration Define Final Scope Test
Cases. Links/Roles area for accelerators: Test Scenario Template, Test
Scenario Instructions, List of Predefined Test Scenarios, and Testing
Strategy White Paper.
3-11-2 Test Scenarios are used to ensure that every individual functional
requirement specified in the Blueprint is tested.
3-12
3-12-1 Unit Testing is the lowest level of testing where the program or transaction
is tested and evaluated for errors. Scenario Testing test chains of
transactions that flow together and which reflect important business
processes.
Both Unit Testing and Scenario Testing are performed as part of the
baseline and final configuration.
(C) SAP AG
ASAP91
3-182
Page 234 of 296
Integration Testing is driven from the previous testing efforts (Unit and
Scenario). The test cases and scenarios that were used for Baseline and Final
Configuration are enhanced for an integrated test which represents which
start with touch points and end with end to end business process flows.
3-12-2 Determine Final Integration Scope, Create Final Integration Plan and Define
Final Integration Test Cases.
3-12-3 The integration testing scope should define what will be in the integration
test. You need to define the boundaries of the integration test. The test scope
should includes application components, organization involvement
(countries, plants), business areas (product lines), and the technical
environment.
When you review integration test scope, you need to consider the risk of
going live with a minimally tested system. There are many cases where
companies go live without enough testing. These companies experience
problems after implementation.
3-13
3-13-1 ASAP recommends that a well defined Final Integration test plan starts with
the testing of the cross functional integration points (touch points) and ends
with the end-to-end testing of critical business processes identified within
the Business Blueprint.
3-13-2 ASAP recommends that the Final Integration Test Plan should be broken up
into two iterations. The first iteration (Integration Test 1) concentrates on
testing all important business processes inside the R/3 system, starting with
touch point scenarios and ending with end-to-end-scenarios. Integration Test
2, as a second iteration, focuses on the most important cross-enterprise
scenarios with touch points to external components, including testing of
conversions, interfaces, reports, forms (SAPScript), EDI, ALE, and the
necessary authorizations.
3-13-3 Final Integration testing needs to be an evolutionary process that is driven
from your previous testing efforts in both Baseline and Final Configuration.
The test cases and scenarios that were used for Baseline and Final
Configuration need to be reviewed and enhanced for the integrated test.
These selected cases need to be combined to represent an end-to-end
business process flow.
(C) SAP AG
ASAP91
3-183
Page 235 of 296
3-14
3-14-1 Responsibility for the integration test becomes that of the business process
users and power users rather than consultants. This will help to instill a
sense of ownership with the business process users and should make it
easier to get acceptance at the end of the phase.
3-14-2 There should also be a change in the make up of the testing teams between
the configuration cycles and integration testing. As the test becomes more
integrated, the test team should include team members from every enterprise
area being tested. This will ensure that all processes are properly tested.
Extended teams members should be involved to ensure you meet the
companys business requirements.
(C) SAP AG
ASAP91
3-184
Page 236 of 296
Continuous Improvement: Unit Objectives
On completion of this unit, you will be able to:

z Distinguish the ASAP concepts of Implementation and
z Outline the ASAP Continuous Improvement structure
and content
z Explain the role of R/3 Services in the software cycle
SAP AG 1999
(C) SAP AG
ASAP91
4-1
Page 237 of 296
ASAP Supports Continuous Improvement
ASAP
ASAP Continuous
Improvement
New Business
Requirements
Market Technology
Changes
New R/3
Functionality
Implementation Project End
ASAP
ASAP Implementation
Implementation
4
1
3
2
Project
Business
Preparation
Blueprint
Go Live &
Final
Support
RealizPreparation
ation
SAP AG 1999
Like all projects, an R/3 Implementation Project is unique to its own situation. Its singular purpose
is to implement effectively and efficiently the R/3 system in the customers business. However, the
customer's business is continuous, and improvement is an integral part of it.
ASAP covers activities that are standard in the Post-Go Live production environment, after the
official close of the project at the end of Phase 5. Continuous improvement refers to business
changes, technology changes and changes in the end user community, all of which both impact, and
are impacted by, this production environment.
(C) SAP AG
ASAP91
4-2
Page 238 of 296
Content Continuous Improvement
Post GoGo-Live Activities
System Tuning
Systems Operation
Workflow Project
Define Long Term Plans

Refine further Process Reqs Plans
Execute Service & Support Strategy
Optimize System Use
Business Transactions
Perform On-Going System Operation
Computer Center Daily Operation
database Administration Daily Operation
Project Preparation; Design; Realization
Go Live & Support
Archive Productive System Data
Refine Technical Archiving Plan
Conduct Archiving
Archiving
Follow Up Training
End User Training - Analyze and Define,

Develop & Deliver
SAP AG 1999
Continuous Improvement is targeted in all its aspects by the Work Packages of the ASAP
Continuous Improvement Roadmap Appendix on the Implementation Assistant. The purpose of
ASAP Continuous Improvement is to provide ongoing support and assistance after going live.
(C) SAP AG
ASAP91
4-3
Page 239 of 296
R/3 Services in the Software Life Cycle
Upgrade of the Live

System Environment
System Tuning
Online correction service

Release upgrades
Remote Upgrade Service
Support Services
Education Services
SAPNet - R/3 Frontend

SAP EarlyWatch Service
SAPNet - R/3
Frontend
or
Establish Long-term
Planning
Consulting
Services
Database migration
Conversion services
OS/DB migration
Euro service
Education Services
Support Services
Follow-up Training
Archiving
Advanced Training Solution

Cross-application training
Training for beginners
SAP Remote Archiving Service
Production Operation
SAP AG 1999
SAP provides R/3 Services for specific tasks of the ASAP Roadmap. R/3 Services can speed up
these tasks and help to reach a higher level of quality in the implementation project as well as in
productive operation post-Go Live. An overview of these Services and the phases in which they
should be used is provided in the ASAP "Knowledge Corner" under Service Corner". This
overview document lists all the SAP R/3 Services in relation to specific tasks of the ASAP Roadmap
e.g. end user training, long term service- and support strategy, SAP EarlyWatch services.
R/3 Services can be tailored to individual needs and are especially relevant for Continuous
Change, help for changes in procedures or processes, and with technological changes.
Note that SAP has renamed its Online Service Systems (OSS) to: SAPNet R/3 Frontend (formerly:
Online Service System (OSS); and SAPNet Web Frontend (formerly: SAPNet). This renaming
reflects the ongoing integration of all SAPNet R/3 Frontend functions into SAPNet Web
Frontend.
(C) SAP AG
ASAP91
4-4
Page 240 of 296
Continuous Improvement - Summary
z Continuous Improvement refers to business changes,

technology changes and changes in the end user
community within the post go live production
environment
z Continuous Improvement is targeted in all its aspects by
the Work Packages of the ASAP Continuous
Improvement Appendix on the Implementation Assistant.
The purpose of ASAP Continuous Improvement is to
provide ongoing support and assistance after going live
z SAPs R/3 Services help speed up and improve quality
for specific tasks of the ASAP Roadmap, and are
especially relevant for Continuous Improvement
SAP AG 1999
SAP AG
(C) SAP AG
ASAP91
4-5
Page 241 of 296
ASAP Related
z Upgrade Roadmap
z Global ASAP
z R/3, Industry Business Units (IBUs), & New Dimension
z SAP Best Practises
z ASAP Roadmap
z Solution Maps
z ValueSAP Continuous Business Improvement (CBI)
SAP AG 1999
(C) SAP AG
ASAP91
5-1
Page 242 of 296
ASAP Related: Unit Objectives
On completion of this unit, you will be able to:

z Outline the role and content of the ASAP Roadmap for
Upgrade
z Explain the purpose & function of Global ASAP
z Explain the SAP solution concepts of the IBU & New
Dimensions
z Outline the purpose & operation of SAP Best Practises
and the roadmap
z Explain what solution maps are, and the link to ASAP
z Define ValueSAP Continuous Business Improvement
(CBI) and its relationship to ASAP
SAP AG 1999
(C) SAP AG
ASAP91
5-2
Page 243 of 296
ASAP Related: Overview (1)
ASAP related
Upgrade Roadmap
Global ASAP
R/3, IBUs & New Dimensions

Accelerated Solutions
Solution Maps
ValueSAP CBI
SAP AG 1999
(C) SAP AG
ASAP91
5-3
Page 244 of 296
Defining the Points on the ASAP Upgrade Roadmap

Initial Upgrade Project
Planning
Upgrade Project
Procedures
Planning
Upgrade Preparation
Upgrade and Test

Development System (DEV)
Upgrade and Test
Quality Assurance System (QAS)
Training Upgrade Realization
Continuous
Upgrade Project
Preparation
Business
Blueprint
Project Support
Realization of
DEV and QAS
Improvement
Realization of
Production Go Live &
Support
Training Upgrade
Final Preparation
Analysis of the Productive R/3 System
Upgrade Production
Gather Information about the Functionality System
of the new R/3 Release
Analyze and Classify the use of new
Standard Functionality
Define Aims of the Upgrade Project
Training Upgrade Business Blueprint
SAP AG 1999
Phase 1: Upgrade Project Preparation - The purpose of this phase is to provide initial planning and
preparation for your R/3 upgrade project. Although each upgrade project has unique objectives,
scope and priorities, the steps in Phase 1 help identify and plan the primary topics that must be
considered.
Phase 2: Business Blueprint - The purpose of this phase is to establish a common understanding in
your company about how the new R/3 release will handle your current business processes after the
R/3 upgrade.
Phase 3: Realization of DEV and QAS - The purpose of this phase is to perform the upgrade of all
non-production R/3 Systems, which normally include development (DEV) and quality assurance
(QAS) systems, and to ensure the quality of this upgrade process by comprehensive testing. You
need to upgrade your DEV and QAS systems before performing the upgrade for your production
system (PRD). Furthermore, you will develop your end user documentation and training in this
phase.
Phase 4: Realization of Production - The purpose of this phase is to complete the final preparation
for the upgrade of the production R/3 System, and end user training, if necessary. On the successful
completion of this phase, you are ready to run your business in your upgraded production R/3
System.
Phase 5: Go Live and Support - The purpose of this phase is the transition from your previous R/3
System to a newly upgraded and improved R/3 System. Be aware that you must set up an ongoing
support organization to service your R/3 users, both during the first few days of your upgraded
production operations, and on an ongoing basis.
(C) SAP AG
ASAP91
5-4
Page 245 of 296
R/3 Upgrade of DEV
Im so glad we
decided not to
make those
modifications!
Home Sweet Home !

R/3
Worry free with
R/3!
SAP
Rel. 4.7A
SAP
Maintenance
Manual
SAP
Release 4.6B
Corrections
SAP AG 1999
The purpose of the R/3 Upgrade DEV task is to execute the R3up program which upgrades the R/3
development system. In the course of the upgrade, you are asked to run transaction SPDD. This
transaction allows you either to return modified data dictionary objects to the SAP standard, or to
incorporate the changed object function into the new release.
(C) SAP AG
ASAP91
5-5
Page 246 of 296
Upgrade Roadmap
ASAP related
Global ASAP
R/3, IBUs & New Dimension

Solution Maps
ValueSAP CBI
SAP AG 1999
(C) SAP AG
ASAP91
5-6
Page 247 of 296
Multiple implementations
ASAP Roadmap
Project
Preparation
Blueprint
Continuous
Final Preparation
Improvement
Go Live &
Support
ASAP Roadmap
Project
Preparation
Business
Realization
Blueprint
Continuous
Final Preparation
Improvement
Go Live &
Support
ASAP Roadmap
Project
Preparation
Blueprint
Global ASAP
Continuous
Final Preparation
Improvement
Go Live &
Support
the SAP implementation solution targeted at multi

site and/or multi national implementations
built upon & coordinated with ASAP
SAP AG 1999
Some of the challenges a company wanting to implement R/3 at more than one site might face are
outlined below. Global ASAP is the SAP solution designed to facilitate meeting these challenges. It
both builds upon and coordinates with the ASAP implementation methodology.
Some challenges for the multi site and/or multi national SAP Iimplementation:
y Global business processes and data issues - Business standardization, Legal requirements
y Geography and cultural issues - Geographical spread and time-zone differences, Cultural
differences between international sites, Communication challenges and local acceptance / buy-in,
Diversity within regional IT systems in use
y International team structure and program organization - Geographical spread and time-zone
differences, Internationally balanced teams, Distributed support over regions / continents, Change
Management, Coordination of rollouts in multiple regions / countries
y Diversity within regional IT systems in use - More complex configuration management; variations
in regional IT infrastructures
(C) SAP AG
ASAP91
5-7
Page 248 of 296
The Principle
Global
template
Local
requirements
Documentation
IMG structures
and settings
Global
customer
developments
Country
versions
Master data
documents
Organizational structure
Local
developments
Local
processes
Global and integrated processes
SAP AG 1999
Each local implementation reuses a global template, combining in the local requirements. In this way
a global template is developed once and then reused.
(C) SAP AG
ASAP91
5-8
Page 249 of 296
1 Global Program Setup
Define corporate level global strategy

Define, prepare & set up a Global Template Project
2 Global Business Blueprint

3 Global Realization
Prepare, configure, confirm & test a global template
Global template roll out
Global Maintenance & Support

ASAP Roadmap
ASAP Roadmap
Continuous
Project
Final Preparation Change
Preparation
Continuous
Go Live &
BusinessRealization
Project
Support
Improvement
Blueprint
Final
Preparation
Preparation
Go Live &
ASAP RoadmapSupport
Blueprint
Global ASAP Methodology
Global ASAP Methodology
Continuous
Project
Preparation
Blueprint
SAP AG 1999
Improvement
Final Preparation
Go Live &
Support
Global ASAP is the implementation methodology for multi site and/or multinational
implementations. It represents a new implementation layer above the Standard AcceleratedSAP, and
uses a centralized approach, with the global template rollout as its main focus
Global ASAP comprises a Roadmap structured according to the ASAP principle, including step by
step instructions (how tos), accelerators & tools. The focus is to address global/multi site as opposed
to local level activity.
Global, corporate level strategy is defined and used to prepare & set up a Global Template Project.
This project prepares, configures, confirms and tests a global template which it rolls out for use in
each local implementation. The Global Template Project supports the local implementations. There
is also continuity between the Global ASAP methodology and the ASAP methodology used for each
local implementation.
(C) SAP AG
ASAP91
5-9
Page 250 of 296
Global ASAP - Overview of Phases
Global
Program
Setup
Global
Business
Blueprint
Global
Realization
Global
Maintenance
and Support
Prepare
Template
Set up Global
Template
Project
Define Global
Business
Process
Models
Activities
Define Global
Strategy
Define Global
Systems
Environment
Configure and
confirm
Template
Support local
sites /
subsidaries
Define Global
System
Management
Carry out PostRollout

Activities
Carry out final

Integration
Test
Execute
Rollout
Ensure
continuous
improvements
Program Management
Org Change Management (Training, Communication, Team-Building, Motivation, etc.)
Quality Assurance
SAP AG 1999
Above provides a summary of the major activities of Global ASAP. Project Management,
Organizational Change Management and QA are ongoing activities at both the global and local
levels.
(C) SAP AG
ASAP91
5-10
Page 251 of 296
Upgrade Roadmap
Global ASAP
ASAP related

Solution Maps
ValueSAP CBI
SAP AG 1999
(C) SAP AG
ASAP91
5-11
Page 252 of 296
From One Product to a Business Solution Family

Organizational units within SAP product
development
IBUs (Industry Business Units)
Each responsible for an Industry

Solution
e.g. SAP Public Sector

SAP
Human
Resources
From one product
SAP
Logistics
R/3
SAP
Basis
SAP
Financials
Technologies for integrating

complementary software modules
to a business
solution family
SAP AG 1999
Encompasses:
Core R/3 modules & industry
specific components tailored to
needs of specific industry
ASAP (see SAP Best Practises )
Targeted at small & medium sized businesses (SMBs) mainly
Industry Business Units (IBUs) are organizational units within product development that each have
responsibility for one or more of the Industry Business Solutions. The solutions (Industry Business
Solutions) are combinations of products or product components that meet the needs of specific
industries.
A solution is an offering that encompasses core R/3 modules, industry-specific components,
technologies for integrating complementary software modules, ASAP, KnowledgeWare and a
comprehensive support concept.
The extent of core product within a particular industry solution will vary considerably. In the case of
banking, for instance, a great deal was developed specifically for the industry. Little from the core
modules can be applied directly to banks even Controlling and General Ledger can only be used to
a limited extent. For the chemical industry, the situation is completely different. Modules such as
Production Planning, Sales and Distribution, and Asset Management can be transplanted into the
solution with almost no modifications.
(C) SAP AG
ASAP91
5-12
Page 253 of 296
Industry Solutions by IBU
SAPs
SAPs Industry
Industry Solutions
Solutions
Provided
Provided by
by
IBU
IBU
SAP Aerospace & Defense
A&D / E&C
SAPs
SAPs Industry
Industry Solutions
Solutions
SAP Oil & Gas
SAP Engineering & Constr.
Raw Materials, Mining&Agric.
Building Construction
SAP Chemicals
SAP Pharmaceuticals
Provided
Provided by
by
IBU
IBU
Oil & Gas
Chemicals /
Pharma
Automotive
SAP Automotive
SAP Healthcare
Banking
SAP Banking
High Tech &

Electronics
SAP High Tech & Electronics
Public Sector
SAP Public Sector

SAP Consumer Products
Retail / CP
SAP Retail
Insurance
SAP Insurance
SAP Telecommunications
SAP Media
Media
Mill Products
Buildg. Materials, Clay &Glass
Forest Products & Paper
Furniture
Primary Metal & Steel
Utilities / Telecom
SAP Utilities
Metal,
Paper &
Wood Products
SAP Service Provider

Storage, Distrib. & Shipping
Transport. Services & Touris.
Real Estate
Service &
Transportation
SAP AG 1999
Links to SAPNet for additional information on the IBU Industry Business Solutions are provided
under Industry Corner\ Pre-configured Systems in the Knowledge Corner on the Implementation
Assistant.
(C) SAP AG
ASAP91
5-13
Page 254 of 296
Solution Family Embraces the Real Time Enterprise
IS-Oil
IS-Oil
IS-U
IS-U
Industry
Solution
For
example:
Utilities
Logistics
Human
Resources
Industry-Specific
Components
Complementary
...
Software
...
Components
AccounAccounting
Core R/3
Components
Industry Specific
Services
BW
Bus to
to CRM
APO Bus
Bus
Bus
Procure
Procure
Business Information
Warehouse is decision
support at all levels in R/3
& across all functional
groups
New Dimension
Components
Advanced Planner & Optimizer

is the Supply Chain Planning
solution
enables open, full-cycle, interenterprise procurement
SAP AG 1999
Implementations
supported by ASAP see Accelerated
Solutions
Customer Relationship
Management = business
scenarios to synchronously
manage customer relations &
contacts
SAP New Dimension Applications:

y In combination with R/3 deliver the building blocks for the real time enterprise all the way from
sales & marketing through product development, procurement and production to product delivery
& customer service closing the loop in strategic business & financial management.
y Business Scenarios are tailored to the individual needs of the users in the various industries.
Links to SAPNet for additional information on the new dimension components are provided under
SAP Products in the Knowledge Corner on the Implementation Assistant.
(C) SAP AG
ASAP91
5-14
Page 255 of 296
Upgrade Roadmap
Global ASAP

ASAP related
SAP Best Practises
Solution Maps
ValueSAP CBI
SAP AG 1999
(C) SAP AG
ASAP91
5-15
Page 256 of 296
Purpose & Components
SAP Best
Best Practises
Practises - designed
designed
to meet
meet the
the out of the box
tailored requirement of
of small
small to
to
medium
sized
businesses
medium sized businesses
(SMBs)
Key ASAP component: tailored Business Processes - an industry business

blueprint and a preconfigured industry system
Other components: Services (e.g. outsourcing , fixed bid); & Technology
(e.g. SAP Ready to Run)
SAP AG 1999
SAP Best Practises offer the small-medium business (SMB) an out of the box solution tailored to
that customers unique requirements. They are scalable for addressing incremental processes and
users.
ASAP and the Industry Business Units (IBUs) are working to develop industry-specific accelerators
and preconfigured systems. The ASAP Roadmap and most parts of its project management and
technical area are universal i.e. are not specific to a particular industry. Specific industry
requirements mainly affect the business processes and questionnaires for the requirements gathering
during the Business Blueprint phase of AcceleratedSAP.
SAP Best Practises key component:
y a preconfigured industry system and business blueprint to reduce overall complexity of the R/3
system to industry specific requirements.
Services include: implementation support (consulting); education (training); post-implementation
support; outsourcing; Solution Centers (Americas)
The Technology component of SAP Best Practises comprises SAP Ready to Run: Servers &
desktops; Network & printers; Installed R/3 system; Preconfigured R/3 Basis system.
See also SAP Best Practises under in the Knowledge Corner of the Implementation Assistant e.g.
view the ppt entitled Accelerated Enterprise Overview.
(C) SAP AG
ASAP91
5-16
Page 257 of 296
Industry Specific Blueprint & Preconfigured System

Business Processes (SAP
Best Practises key component)
1 Industry Specific Knowledge
Industry Scope
Questionnaires/Canned Answers
Business Process Documentation
Workshop to train
consultants/project team
RRef In
Ind
ee
ferreencduusstrtry S
nceeM y Sppec
Moodde ecifiifc
el l/ /Bl ic
Buluep
eprrin
intt
Industry Model
2 Preconfigured Industry Client
Customizing Settings (Transports/Profiles)
Master Data via CATTs
Documented IMG
Test catalog for supported business cases
Customizing
Model based
PPre
reccon
onfi
In
iguure
Inddus fg
SSys ustrtryy redd
yste
temm
SAP AG 1999
First priority is to provide the specific business process knowledge. This is ideally provided within
the ASAP tools, allowing consultants to easily combine the target group specific content with SAP's
proven implementation method. What is done within ASAP:
y Preselection from Q&Adb reference structure to highlight those processes that are specific for that
industry. Additional, industry specific processes (that work in R/3) can be added according to
general modeling guidelines. This enables customers/consultants to focus on the key areas
relevant, without removing the access to all processes that are part of R/3 standard.
y Canned answers are always used for best business practice that should be followed. This prevents
lengthy discussions on the many options SAP gives, focusing on the most likely & proven
solutions.
y Additional business questions can be added, if they need to be asked to understand a specific
process.
y Detailed business process procedures (BPPs) to show the usage of specific processes; overview
documentation - give overview on scenarios/value chains; detailed documents on how to config.
R/3.
Following the specific business process knowledge (above), there is the R/3 pre-configuration to
show the processes in the real system to get early feedback from users. In R/3 there is: Configuration
required for the specific processes; Master data to run the process (CATT's are used to provide the
system master data); documented IMG project to help to document changed configuration settings;
further CATT's for most supported processes.
(C) SAP AG
ASAP91
5-17
Page 258 of 296
The Roadmap (ASAP methodology)
R/3
APO
CRM
BW
Continuous
Improvement
Project
Preparation
Business
Blueprint
Realization
Final Preparation
Go Live &
Support
A new Implementation Assistant debuts in 4.6a:

z
Provides the flexible means to present Roadmap content based on an evergrowing variety of implementation projects
works to create a project-specific Roadmap based on structured questions

answered in the project set-up wizard
Creates a foundation for future integration of the above existing ASAP

roadmaps into one "configurable one.
SAP AG 1999
The demand is for a flexible means to present Roadmap content based on an ever-growing variety of
implementation projects. The answer is the roadmap.
The new Implementation Assistant, which makes its debut with the 4.6a release, provides a
foundation for the future integration of all existing ASAP Roadmaps into one "configurable" one. It
is based on the R/3, BW (Business Information Warehouse), APO (Advanced Planner & Optimizer),
CRM (Customer Relationship Management encompassing Mobile Sales/Mobile Services), and Bus
to Bus Procure (Business to Business Procurement) products to provide a single Implementation
Solution within ASAP for all of SAPs product offerings.
A project might be a very small implementation on a tight time line with no interest in Change
Management or it could be a Global project looking to implement CRM, BW and R/3 at the same
time. To support the needs of these and other demanding implementations, users may create a
project-specific Roadmap based on structured questions answered in the project set-up wizard.
In the future, the SMB implementations (SAP Best Practises) will have their own specific roadmap
and Q&Adb to help minimize the tailoring of ASAP for those organizations.
Note that the Upgrade Roadmap is not part of the ASAP Roadmap. It is provided on a separate CD.
(C) SAP AG
ASAP91
5-18
Page 259 of 296
Accelerators in the Roadmap: Business Blueprint
z Process model/process structure
Based on the Reference Model the typical business scenarios

and processes of the specific Industry are included
z Industry R/3 client
As a prototype for project team training
As a basis for process identifcation or even as

a basis for configuration
SAP AG 1999
To understand which of the accelerators are available for which accelerated solution, see the Product
Availability Matrix - SAP Best Practises. SAPNet Alias http://www.sapnet.sap.com/asap-pcs
(C) SAP AG
ASAP91
5-19
Page 260 of 296
Accelerators in the Roadmap: Realization
z CATT procedures can be used for initial data loading from

spreadsheets
z Real live Customizing delivered via transports or Business
Configuration Sets (BCS)
z Customizing can be based on BCS
SAP AG 1999
To understand which of the accelerators are available for which accelerated solution, see the Product
Availability Matrix - SAP Best Practises. SAPNet Alias http://www.sapnet.sap.com/asap-pcs.
(C) SAP AG
ASAP91
5-20
Page 261 of 296
Upgrade Roadmap
Global ASAP

ASAP related
Solution Maps
ValueSAP CBI
SAP AG 1999
(C) SAP AG
ASAP91
5-21
Page 262 of 296
SAP Solution Maps
z SAP Solution Maps:
SAP Industry Solution Maps

Business processes
SAP Cross-industry solution maps

Business technology
Education requirements
z A combination of solution maps can be used to create a

Customer Solution Map
SAP AG 1999
An SAP Solution Map is a tool to help visualize, plan, and implement a coherent, integrated, and
comprehensive information technology solution within a company.
A customer solution map should be based on one of the standard industry solution maps. However, it
is possible to combine segments from multiple industry solution maps to form the customer specific
one.
(C) SAP AG
ASAP91
5-22
Page 263 of 296
SAP Industry Solution Map
z Logical grouping of business processes for a particular

industry
z Provides the logical means for analysis of each business
process, prioritization of business processes, etc.
z Key benefits of its use include:
logical grouping of business process and full enterprise

coverage
common means of communicating between customer

business people and SAP consultants
visual representation of SAP product coverage
SAP AG 1999
Industry solution maps were developed by industry experts. They are not R/3 specific.
Use the most recent industry solution map version for the most up-to-date information.
(C) SAP AG
ASAP91
5-23
Page 264 of 296
Industry Solution Map - Level 1 of 2
Frame
Enterprise
Management
Generic Business
Processes
Strategic Enterprise
Management
Decision Support
& Data Warehouse
Managerial
Accounting
Financial
Accounting
List of Functions
Customer
Relationship
Management
Market
Research
Product/Brand
Management
Sales
Support
Customer
Information
Customer
Service
Research &
Development
Industry
Specific
Core
Functions
Procurement
Manufacturing
Distribution
Generic Business
Functions
Value Chain
Process Chain
Time
Functions
organized as
processes where
possible
e.g Sales, R&D
Distribution
Production
If process not possible
list functions
Value
Business
Support
List of Functions
SAP AG 1999
How to read a Solution Map

y The solution map is framed by the standard generic components, Enterprise Management, CRM
and Business Support, common to all industry solution maps.
y This frame contains many standard elements common to all industries. Each element comprises a
list of functions in no particular order.
y The rest of the map is made up of the industry specific core functions. These should be organized
as processes. Processes are organized along the value chain (going from top to bottom) and by
processes (by time) going left to right.
y A list of functions is given where this value/process chain organization is not possible.
The Value Chain is an aggregated representation of business scenarios across enterprise process area
boundaries.
The Process Chain is the graphical representation of a business process in the R/3 Reference Model.
The interdependence of R/3 Solution functions in time and logic is described in process chains with
reference to events (an event in the R/3 Solution is a status that has business relevance). Process
chains help to make the R/3 Solution transparent.
(C) SAP AG
ASAP91
5-24
Page 265 of 296
Industry Solution Map - Level 2 of 2

Functions of the Customer Relationship Management Process
Sales
Channels
Service
Agreements
Sales
Management
Mobile Sales
Territory
Service Contracts
Internet Sales
Management
Service Level
Agreements
Telesales
Sales Forecast
EDI
Customer
Service
Service
Fulfillment
Call Center
P
P
Service Event Planning
Internet Customer
Service
Warranty Management
Customer Inquiry
Sales Planning/
Budgeting
Product & Service

Information
Sales Activity
Management
Problem / Resolution
Management
Sales Analysis
Quality Notifications
(Key) Account
Management
Product / Brand
Marketing
Internet Self Service
Portfolio Planning
Call Management
Business Planning &

Simulation
Field / Mobile Service

Labor Resource
Management
Marketing Planning /
Budgeting
Spare Part Management
Product Life Cycle

Management
Returns & Depot

Repairs (RMA)
Product Knowledge
Management
Monitoring &
Escalation
Performance Analysis
Customer Profiling
SAP Product Available

SAP Product Available with Future Releases
Partner Product Available
Future Focus
SAP AG 1999
Each level 2 map is a breakdown of one of the processes on the level 1 map. This second level is at
that of the more day to day functions and processes a company needs to have integrated in an ERP
solution.
Industry Solution Maps (levels 1 and 2) are blueprints anyone could have put together - IBM, Baan,
Peoplesoft. However, once again, SAP can be said to have taken the lead, and has decided to publish
the maps on the internet and in poster form. They can be used when first talking to customers to
identify the areas of their interest/need.
While the Industry Solution Maps are business blueprints listing processes and functions, please note
they are not valuations of whether SAP can offer functionality.
(C) SAP AG
ASAP91
5-25
Page 266 of 296
Solution Maps and Accelerated Solutions
ASAP
z Solution Maps
represent best in class
business practices create your own based
on SAPs
z Accelerated Solutions
offer preconfigured
processes reflected in
many of the industry
solution maps
Tailored Business
Processes
Industry
IndustrySpecific
Specific
Reference
ReferenceModel
Model/ /
Blueprint
Blueprint
Preco
Preconfigur
nfigured
ed
Indus
Industry
try
Syste
System
m
SAP AG 1999
SAP's solution maps:

y reflect a long term and strategic approach to deploying SAP products and services
y a comprehensive tool that helps to articulate your requirements and the strategy for business
solutions as well as helping define business technology and service requirements
y will be used in association with key performance indicators, total cost of ownership calculations,
Return On Investment (ROI) studies and benchmarks applied against industry leaders and industry
averages
y an instrument to justify improvement projects and business performance tuning
y are carried forward into the implementation phase (see ValueSAP CBI) as this slide endeavors to
illustrate i.e. effective mappings to the Reference Structure in ASAP and, following this, the R/3
pre-configuration to show the processes in the real system.
(C) SAP AG
ASAP91
5-26
Page 267 of 296
Upgrade Roadmap
Global ASAP

Solution Maps
ASAP related
ValueSAP CBI
SAP AG 1999
(C) SAP AG
ASAP91
5-27
Page 268 of 296
Value Chain Life Cycle
Value Chain Life Cycle

Evaluation
Implementation
Define
the Solution
Deliver
the Solution
Solution Map
AcceleratedSAP
Continuous Business
Improvement (CBI)
Improve
the Solution
ValueSAP CBI
ValueSAP CBI- designed to optimize the economic value of customers investments

in SAP solutions
SAP AG 1999
ValueSAP CBI addresses a value concept. This concept holds that the business benefits achieved
from the enterprise business solutions continually need to be improved to stay ahead of the
competition. Improvement can be obtained by further optimizing business processes and systems
while increasing productivity of the organizations people.
ValueSAP is a methodology designed to optimize the economic value of customers
investments in SAP solutions. Recommendations for business improvement opportunities through

a combination of products, training and services are made based on a comprehensive customer
assessment.
ASAP Continuous Improvement can be viewed as one aspect within the overall ValueSAP CBI
concept.
(C) SAP AG
ASAP91
5-28
Page 269 of 296
ValueSAP CBI Roadmap
CBI assistant comprises four phases with a set up

similar to that for ASAP (phase, work package, task)
CBI Assistant
Verify
Prepare
Analyze
Realize
Stage set from final

phase of
ASAP/Global ASAP
Prepare for on-site
assessment (scope,
priority, ownership and
logistics)
Conduct on-site interviews,
compile findings, create
recommendations and present
results
SAP AG 1999
Compile value case and

execute recommendations
Make sure program

execution leads to
customer value
Like the ASAP Roadmap and Implementation Assistant upon which it is modeled, ValueSAP CBI
comprises a roadmap navigated by the CBI assistant. As with ASAP, each CBI phase is broken down
into the various work packages and tasks that support the methodology. Detailed descriptions are
provided at all levels.
Additionally, accelerators are provided for many of the tasks to assist their execution.
The ValueSAP CBI methodology comprises a 3 level hierarchy. From the top level down, this is:
y Phase - major milestone within the methodology
y Work Package - logical grouping of tasks that each phase is broken down into
y Task - individual activities within a Work Package.
For your information, the ASAP methodology comprises a four level hierarchy. The additional level
activity is between that of Work Package and Task.
(C) SAP AG
ASAP91
5-29
Page 270 of 296
Core Elements of the Business System
ORGANIZATION
(Structure, Culture)
BUSINESS STRATEGY
BUSINESS PROCESS
(Management Practices,
Procedures)
INFORMATION
TECHNOLOGY
(Functionality,
Configuration)
PEOPLE
(Skills, Experience)
SAP AG 1999
The focus of the ValueSAP CBI assessment will be based on the core elements of the business
system as detailed below.
y Business strategy: Defined by the business leaders of the corporation in conjunction with a market
need or opportunity.
y Organization: Must support not hinder the productive R/3 software.
y Business Processes: Must be engineered to support the new capabilities the R/3 solution provides.
If they do not, it will cause frustration and inefficiencies.
y People: Employees, customers and contractors must learn how to use the R/3 solution effectively.
y Information Technology: The system must be configured and networked properly to ensure that
the right information can get to the right people.
(C) SAP AG
ASAP91
5-30
Page 271 of 296
ASAP Related: Unit Summary

z Outline the role and content of the ASAP Roadmap for
Upgrade
z Explain the purpose & function of Global ASAP
z Explain the SAP solution concepts of the IBU & New
Dimensions
z Outline the purpose & operation of SAP Best Practises and
the roadmap
z Explain what solution maps are, and the link with ASAP
z Define ValueSAP Continuous Business Improvement (CBI)
and its relationship to ASAP
SAP AG 1999
(C) SAP AG
ASAP91
5-31
Page 272 of 296
Appendices: Example of Project Duration
PHASE
Pct
Project Preparation
12%
Business Blueprint
15%
Realization
46%
Baseline
12%
Final Configuration
13%
Integration Test
21%
19%
Final Preparation
Go Live & Support
8%
Total
100%
SAP AG 1999
This is an example - the specific project will dictate the actual time for each phase.
Use the percentages to extrapolate to a longer or shorter project.
(C) SAP AG
ASAP91
6-1
Page 273 of 296
Business Blueprint / Workshop Process Guide

Initialize Q&Adb
Define Project Manager user profile (ID) and other Q&Adb users.
Set scope
Set dominant/subordinate relationships at Process Group or Process level.
Set owners
How many workshops do we need?
One per Scenario level.
Who should participate in Blueprint Workshops?
By review of processes within the scenario determine required resources.
Include process owners, team members, and subject-matter experts.
All participants attend all days of workshop.
How long should a workshop be?
If mostly dominant processes
3-4 days.
If some dominant processes
1-2 days
If mostly subordinate processes
1-2 / day
If all subordinate processes
3-4 / day
What are roles of participants?
1 Facilitator = Consultant
1 Questionnaire Scribe
1 CI Template Scribe
1 Timekeeper (issues scribe)
Schedule Workshops (MS Project Plan)
Consider logistics: rooms, people availability.
Leave a day between workshops for Prep and Review.
Leave time before workshops begin to do planning and preparation.
Leave a week at the end of the phase to write an executive summary, distribute copies to steering
committee, schedule and prepare blueprint presentations.
What do I do for preparation?
Edit questionnaires for completeness, accuracy, and clarity.
Add, change, or delete questions in questionnaires as appropriate.
Print and distribute questionnaires to appropriate participants.
(C) SAP AG
ASAP91
6-2
Page 274 of 296
Print and distribute copy of CI usage guide.
What kinds of finalization activities need to be performed?
Enter answers/notes into Q&Adb Questionnaires and CI templates.
Generate, print and distribute blueprint section for participant and process owner review and approval.
Give 8-hour deadline for notice of change or correction.
Ensure that all participants agree with change or correction.
If no agreement, open an issue and schedule a resolution meeting.
Ensure issues identified in workshop are now closed.
Obtain Sign-off (all participants and Process Owner)
Prep 1
WORKSHOP 1
Prep
Finali
(C) SAP AG
ASAP91
6-3
Page 275 of 296
WORKSHOP 2
Finali
CI Template Usage Guide

1. Requirements / Expectations
A complete high-level bulleted list of Requirements and Expectations for this structure level
(Business Scenario, Process Group, or Process). At-a-glance indication of what is critical for this
area. This should be specific to the customer and reflect their input.
2.1 General Explanations
As much detail as possible on how this particular structure item will be used at customer business.
Master files and key Business Processes should have considerable detail in this section.
2.2 Explanations of Functions and

Events
A verbal walk through the EPC diagram corresponding to this structure level. What is going on at
each event or process, and how does it affect the downstream processes.
2.3 Special Organizational

Considerations
Address issues tied to the organization structure agreed to in the workshop. Are additional steps
required in a process because of a higher level decision made to facilitate sales statistics? Any
growth issues affecting the business that should be covered here?
2.4 Business Model
The model referenced here should be marked the way the customer will use the process.
3. Changes to Existing Organization
How will this structure level affect the AcceleratedSAP customers organization? Will the credit
collection function be moved to customer service? Will the plant be able to process more orders
per day? Any head counts being affected?
4.1 Description of Improvements
Review the improvements in the R/3 environment to the customer Process or Scenario. Be sure to
address the business drivers in this section. Using examples of improvements on a given structure
level so that the benefit to the business becomes evident.
4.2 Description of Functional Deficits
Detail any real or perceived gaps in functionality that have become evident in the Business Process
requirements workshop. None are apparent at this time is appropriate when there appears to be a
good fit for the customer.
4.3 Approaches to Covering

Functional Deficits
Address issues raised in 4.2: workarounds, user exits. ABAP, etc. This should be the best high
level solution. If a fix is not evident, the effect to the company and project must be clear so the
team can decide how to proceed. Use N/A for no issues.
5. Notes on Further Improvements
Cover potential or future improvements in this section. Issues that will be covered in a future R/3
release or project phase. If an issue has been raised, but is out of scope for the project, this is the
place to note the topic.
6.1 System Configuration

Considerations
Any issues of importance to the customer as they pertain to the configuration of the system. No
need for exhaustive detail, but be sure to address any issues that were raised during the workshop.
6.2 File Conversion Considerations
What files need to be brought to R/3? Are there timing issues with the data? If iterations of
conversions are anticipated, who will verify the end result? You dont have to answer all the issues
at this point, but any known issues should be captured here.
6.3 Interface Considerations
List known interfaces and detail issues surrounding them at a high level. Be sure to flag any
software, consulting resource or hardware that needs to be arranged, purchased, installed,
configured, etc. to avoid bottlenecks as the project moves forward.
6.4 Reporting Considerations
Any mission-critical reports or output documents should be addressed here. Samples of both
content and format should be gathered. If a custom report requirement has been identified during
the workshop, it should be noted here.
6.5 Authorization Considerations
How will the customer set security in this area? Do not bog down the project with the
authorization configuration but sensitize the team to the functionality and get the process owners
thinking about how to control access to R/3 and its data.
(C) SAP AG
ASAP91
6-4
Page 276 of 296
ASAP Business Blueprint
All
ASAP_Aug99
Created by:
rss
Date of creation:
12/31/1999
Changed by:
rss
Date of the last changes:

Version:
4.6
Report select options:
[- All
Include answered questions
Include CIT
Text of related dominant item ]
Location of the file: C:\Asap\Projects\ASAP_Aug99\Qadb\Reports\BB 01
12311999.doc
(C) SAP AG
ASAP91
6-5
Page 277 of 296
Table of Contents
1.1.1
Purchasing Group
1.1.2
Purchasing Organization
1.2.1
Sales area data
1.2.2
Sales organization
1.2.3
Distribution channel
1.2.4
Sales office
1.2.5
Sales Group
1.3
Set countries
1.4
Currencies
1.5
General master records
1.5.1
Material Master
1.5.2
Material BOM
1.5.3
Customer Master Record
1.5.4
Vendor Master Record
Business processes
Procurement
Procurement of Materials and External Services
1.2
2
2.1
2.1.1
2.1.1.1 Purchase Requisition
2.1.1.2 Purchasing
2.1.1.3 Transportation
2.1.1.4 Goods Receipt
2.1.1.5 Service Entry Sheet
2.1.1.6 Warehouse
2.1.1.7 Quality Inspection Following Goods Receipt
10
2.1.1.8 Invoice Verification
10
2.1.2
11
2.1.2.1 Purchase Requisition
11
2.1.2.2 Purchasing
11
2.1.2.3 Goods Receipt
11
2.1.2.4 Warehouse
11
2.1.2.5 Quality Inspection Following Goods Receipt
11
2.1.2.6 Invoice Verification
11
2.2
2.2.1
12
Sales order processing (Standard)
12
2.2.1.1 Sales order
12
2.2.1.2 Shipping
12
2.2.1.3 Billing
12
2.2.2
Sales Order Processing: Make/Assembly To Order 13
2.2.2.1 Sales order

(C) SAP AG
ASAP91
13
6-6
Page 278 of 296
2.2.2.2 Shipping
13
2.2.2.3 Billing
14
(C) SAP AG
ASAP91
6-7
Page 279 of 296
Procurement
Purchasing Group
Purchasing Organization

Sales area data
Sales organization
Distribution channel
Sales office
Sales Group
Set countries
Currencies
General master records
Material Master
CI template:
3.
Naming/Numbering Conventions
Use ISO standards for all naming and numbering conventions.
Material BOM
Customer Master Record
Vendor Master Record
(C) SAP AG
ASAP91
6-8
Page 280 of 296
Business processes
Procurement
Procurement of Materials and External Services
Purchase Requisition Processing
Purchase Requisition Assignment
Release Purchase Requisition
Purchasing
Purchase Order Processing: Vendor Known
Purchase Order Processing: Vendor Unknown
Contract Release Order
Release of Purchase Orders
Transmission of Purchase Orders
Scheduling Agreement Delivery Schedule
Transmission of Scheduling Agreements
Delivery and Acknowledgment Expediter
Inbound EDI Processing
Processing of Shipping Notifications/Confirmations
Transmission of Shipping Notifications
Transportation
Message Transmission for Transport Documents
Transportation Planning and Processing
Freight Cost Invoicing and Settlement
Goods Receipt
Reservation Processing
Goods Receipt Processing
Goods Receipt Processing with Reference
Automatic Generation of Purchase Orders
Service Entry Sheet

Service Entry Sheet
Warehouse
Stock Placement Processing
Difference Processing
Confirmation
(C) SAP AG
ASAP91
6-9
Page 281 of 296
Return Delivery
Posting Change WM
WM Stock Transfer

Sample Management
Calculation of Quality-Related Costs
Usage Decision
Results Recording
Processing of Certificate Receipt
Inspection Lot Creation
Implementation of Recurring Inspections
Defects Recording
Evaluated Receipt Settlement (ERS)
Invoicing Plan Settlement
Invoice Processing with Reference
Invoice Overview
Invoice Release
(C) SAP AG
ASAP91
6-10
Page 282 of 296
Purchase Requisition Processing
Purchase Requisition Assignment
Release Purchase Requisition
Purchasing
Purchase Order Processing
Release of Purchase Orders
Transmission of Purchase Orders
Scheduling Agreement Delivery Schedule
Transmission of Scheduling Agreements
Delivery and Acknowledgment Expediter
Processing of Shipping Notifications/Confirmations
Transmission of Shipping Notifications
Goods Receipt
Goods Receipt Processing
Goods Receipt Processing with Reference
Warehouse
Stock Placement Processing
Posting Change WM
Difference Processing During Stock Placement
Confirmation of Stock Placement
Return Delivery

Sample Management
Calculation of Quality-Related Costs
Usage Decision
Results Recording
Processing of Certificate Receipt
Inspection Lot Creation
Implementing Recurring Inspections [Standard]
Defects Recording
Evaluated Receipt Settlement (ERS)
(C) SAP AG
ASAP91
6-11
Page 283 of 296
Invoice Processing with Reference

Invoice Overview
Invoice Release

Sales order processing (Standard)
Sales order
Sales Order Processing
Shipping
Delivery processing
(Refer to: Delivery processing; Shipping; Sales Order Processing:
Make/Assembly to Order Questions:
Q: 1) List all documents required to complete the delivery process (e.g. picking
list, packing list or bill of loading) and what information they contain.
A: Pick List; Pack List; Bill of Lading; Material Safety Data Sheet
Q: 2) If you have multiple plants, how do you determine what plant a product is
delivered from?
A: Customer's shipping address determines which plant the material is
delivered from.
Q: 11) Do your customers accept partial deliveries in case of lack of availability

and what are the rules for creating them?
A: Some customers do accept partial deliveries, the original P.O. numbers must
be referenced.
Picking
Packing processing
Goods Issue Processing
Goods issue cancellation
Creation of a quality certificate
Billing
Processing Billing Documents
Pro forma invoice processing
Invoice list processing
Billing document cancellation
(C) SAP AG
ASAP91
6-12
Page 284 of 296
Sales Order Processing: Make/Assembly To Order

Sales order
Sales Order Processing
Order BOM Processing
Shipping
Delivery processing
Questions:
Q: 1) List all documents required to complete the delivery process (e.g. picking list, packing
list or bill of loading) and what information they contain.
A: Pick List; Pack List; Bill of Lading; Material Safety Data Sheet
Q: 2) If you have multiple plants, how do you determine what plant a product is delivered
from?
A: Customer's shipping address determines which plant the material is delivered from.
Q: 11) Do your customers accept partial deliveries in case of lack of availability and what
are the rules for creating them?
A: Some customers do accept partial deliveries, the original P.O. numbers must be
referenced.
Q: 13) How do you create deliveries?

[ ] Online
[X] Background processing
[ ] Display both
CI template:
1. Requirements/Expectations
Need to be able to process deliveries in batches. Also, have to have the capability to
produce individual deliveries on an as-needed basis.
2. General Explanations
Must be able to produce deliveries on-demand to support emergency orders.
(C) SAP AG
ASAP91
6-13
Page 285 of 296
Picking
Packing processing
Goods Issue Processing
Goods issue cancellation
Creation of a quality certificate
Billing
Processing Billing Documents
Pro forma invoice processing
Invoice list processing
Billing document cancellation
(C) SAP AG
ASAP91
6-14
Page 286 of 296
Testing Strategy
Overview
This document establishes an overall strategy for testing that will be followed throughout the life of the project. It
can be used as a copy to be taken and adapted to the special needs of a project.
Purpose of a Testing Strategy

This testing strategy defines the requirements and goals of the R/3 configuration, determines the tools and
methods used to check that the system responds correctly, determines how and when the test will be performed
and recommends how the approval process should occur.
When developing your testing strategy you have to consider the test scope and the test constraints from your
project plan and the implementation scope.
Testing should be considered and planned very early in an implementation project to setup additional tools
(automated test tools), train the project team, and still have testing time to fit into the overall schedule.
Procedure
AcceleratedSAP uses an iterative testing approach that builds upon itself. As you begin to configure the R/3
System, you will be unit testing your configuration settings to ensure that the system responds correctly. As you
get into Final configuration, you will be testing the business processes to ensure that each process responds
correctly. Additionally, there is an independent test performed at each stage to ensure integrity.
In parallel you are testing your own development (interfaces, conversions, enhancements) to ensure the
correctness of the programs. After you have finished the configuration and development you will perform the
Final Integration Test to ensure that the entire system including external components works correctly.
To avoid double work start testing the system with small test scenarios during Baseline and Final Configuration.
These short testing scenarios will be augmented to get confirmation scenarios at the end of each configuration
cycle. These bigger test scenarios can be used as a basis to develop integrated test scenarios for the Final
Integration Test.
Planning for Testing

Different levels of testing require different levels of planning. Unit testing is at the transaction level and the
testing is simple with perhaps different sets of data. At the other end of the spectrum, integration testing can be
very complex. The planning and testing time for integration testing increases as the number of processes,
interfaces, enhancements and configuration changes increase. If the implementation project is large and complex
then having extra resources becomes necessary. A successful integration test is dependent on a thorough plan.
Types of Testing
There are different types of testing that occur during the project, and each plays a critical role in the projects
ultimate success. The testing strategy includes:
Unit testing
Scenario testing
Development testing
Integration testing
Technical system testing
Performance testing
(C) SAP AG
ASAP91
6-15
Page 287 of 296
Unit Testing
Definition
This is the lowest level of testing where the program or transaction is tested and evaluated for errors. Unit testing
is normally the first test that is completed during the configuration effort, and is focused towards the programs
inner functions, rather than towards the integration.
Testing focus:
Master data
Business processes
Examples: You can test master data by creating a Customer or a customer hierarchy. Creating a standard sales
order is an example of a basic business transaction in the Sales and Distribution module.
Besides application testing unit testing is also performed during development and even during technical system
testing (please refer to Development Testing and Technical System Testing).
Phase and Work Package

Unit testing will be performed as part of the baseline and final configuration work packages of the realization
phase. You find several tasks for defining test cases and developing test plans during Baseline Configuration and
Final Scope Configuration.
Test Organization
During configuration, unit testing is done whenever it is needed. If there is a special need to organize and plan
unit testing because of the project requirements, update the BPML worksheets with planning information and
resource allocation.
Create the Baseline Scope worksheet for baseline configuration and testing. In the Responsibilities/Tester column
you define the responsible person for testing. The Testing Dates/Plan-Actual columns are used to plan and keep
track of the testing days. The status of each single unit test can be updated in the Status column. Use the
Comments column to add short documentation about the test.
For Final Scope configuration and testing create Cycle Scope 1 to n worksheets, and maintain the
Responsibilities/Tester and the Testing Dates/Plan-Actual columns to plan testing.
Test Documentation
Because unit testing concentrates on testing single transactions during the ongoing configuration process there is
normally no need to develop detailed test documentation. For simple transactions testing can be done
straightforward during configuration and the results (status T = Tested and any comments) can be recorded in the
corresponding BPML worksheet.
However, some transactions are very complex involving multiple screens, functions and variations to run. Those
transactions (i.e. Sales order) can be documented and tested with a BPP, maintaining the test section with test
conditions and variations of the standard transaction.
Roles
Consultants configure the system during Baseline configuration and perform unit testing for Baseline. During
Final Scope configuration customer team members learn transactions and configuration settings, and perform
some unit testing.
System
Unit testing is performed in the development system, using a different testing client. Therefore the configuration
settings have to be copied to the other client before testing.
Make sure that the systems you select for testing are consistent with your overall system and client landscape.
(C) SAP AG
ASAP91
6-16
Page 288 of 296
Scenario Testing
Definition
During the configuration there is a need to test chains of transactions that flow together and which reflect
important business processes and scenarios.
Testing focus:
Multiple transactions within one enterprise area
Workflow
Business processes which cross enterprise areas
Examples: (of small scenarios)
Standard sales order to a delivery to invoicing
Invoicing to account document and posting
During subsequent integration testing these small scenarios can be used to build larger end-to-end scenarios.

Scenario testing will be performed as part of the Baseline and Final Scope Configuration work packages of the
realization phase. You find several tasks for defining test cases and developing test plans during Baseline
Configuration and Final Scope Configuration.
We also recommend using test scenarios for Baseline confirmation and for Final Scope confirmation. According
to ASAP at the end of Baseline Configuration as well as at the end of Final Scope configuration the most
important business processes should be tested, presented and confirmed using Confirmation Scenarios. Therefore
existing test scenarios can be linked and adapted to create end-to-end-scenarios that reflect the overall business
flow.
Test Organization
To organize and follow up the scenario testing during baseline and final configuration use the BPML. Enter
additional lines for each process or scenario, which has to be tested. You can either maintain the Master List or
the Baseline/Cycle Scope worksheets. Consider that you will lose all existing update information, if you create a
new version of Baseline or Cycle Scope sheets from the updated Master List.
Update the testing dates and the responsibilities in the Baseline and Cycle Scope worksheets. The status of the
scenario test can be updated in the Status column on process group or scenario level (T = Tested).
Use the Status column also to document that you confirmed the scenarios used for showing the integration in the
system for your configured processes (A = Approved).
Test Documentation
To document scenario testing it is recommended using the Test Scenario template entering every single step
(transaction) with input and output data. These documents can also be used for confirmation of your integrated
scenarios at the end of the Baseline Configuration and for the confirmation of each cycle during Final Scope
Configuration.
TIP:
In the Roadmap tasks for the definition of test cases or in the accelerator list you find a list with predefined test
scenarios. These test scenarios are delivered to support you in creating your own test scenarios. You can choose
every scenario that meets your business, copy it and adapt it according to your needs. Create as many variations as
you need to test your several business cases. There is no automated link to the BPML, but you can link the test
scenario manually into the column for test scenarios (in Baseline Scope, Cycle Scope, and Integration Test).
Roles
The business process owner is involved in creating baseline scenarios along with the application consultant.
Normally, the application consultant conducts the presentation to get the baseline confirmed. For the subsequent
scenario testing and confirmation for each cycle during Final Configuration the business process owner should
take on more responsibilities (i.e. defining the test scenarios).
(C) SAP AG
ASAP91
6-17
Page 289 of 296
System
For scenario testing and especially for running the confirmation scenarios it is recommended to use a special test
client in the development system.
Development Testing
Definition
Unit testing of your customer specific development.
Conversions
Interfaces Third-party
Interfaces Legacy
Interfaces Online (EDI, ALE, Internet)
Enhancements (User-exits and other code enhancements)
Reports
SAPScript forms
After development and unit testing is completed all customer specific programs and forms have to be included in
the Final Integration Test.

Testing of development is done in the realization phase during the development of conversions, interfaces,
enhancements, reports, and forms (see corresponding work packages).
Test Organization
To organize the testing of all developments use the Development Master List and update responsibilities and dates
for testing. Create links to all corresponding documents (Functional Specification, Test Scenario).
(C) SAP AG
ASAP91
6-18
Page 290 of 296
Test Documentation
To define test requirements, test data and test results during the unit test, use the test section of the Functional
Specification document. For integration test each development has to be included in a special test scenario to
ensure that the whole business flow works (see Final Integration Test).
Roles
The developer along with the application consultant and/or the business process owner mainly does unit testing of
development.
System
For unit testing of your development use a special testing client in the development system, which provides
enough sample data for testing.
Integration Testing
Definition
Final integration testing is accomplished through the execution of predefined business flows, or scenarios, that
emulate how the system will run your business. These business flows, using migrated data from the pre-existing
systems, will be performed in a multifaceted computing environment comprised of R/3, third-party software,
system interfaces and various hardware and software components. It is this environment that builds the necessary
level of confidence that the solution is complete and will perform in your business.
Final integration tests need to be an evolutionary process that is driven from your previous testing efforts. The test
cases and scenarios that were used for Baseline and Final Configuration need to be reviewed and enhanced for the
integrated test. These selected cases can be combined to represent a business process flow such as a revenue cycle
or a material acquisition cycle. Problems encountered during these efforts also need to be tested under an
integrated environment. Final Integration test cannot be viewed as an independent, but as a capstone effort that
brings together and builds upon all previous testing efforts.
Integration testing should be allotted approximately twenty-five percent (25%) of the total time used during the
Realization Phase for configuration and testing.
Final Integration testing focuses on cross-functional integration points, as well as end-to-end business processes.
A well defined Final Integration test plan starts with the testing of the cross-functional integration points (touch
points) and ends with the end-to-end testing of critical business processes identified within the Business Blueprint.
Integration Test 1 and 2

Final Integration testing is recommended to be done in two iterations. The first iteration (Integration Test 1)
concentrates on testing all important business processes inside the R/3 system, starting with touch point scenarios
and ending with end-to-end-scenarios.
If customer specific development like user-exits and transactions is already finalized and unit tested, it should be
included in the first iteration. Authorizations and user roles should be also tested in the Integration Test 1.
Integration Test 2, as a second iteration, focuses on the most important cross-enterprise scenarios with touch
points to external components, including testing of conversions, interfaces, reports, forms (SAPScript), EDI, ALE,
and the necessary authorizations.

Although there is some integration testing done during the confirmation sessions for Baseline and for Final Scope
Confirmation, most of the integration testing takes place at the end of the realization phase in the Final Integration
Test.
Test Organization
Integration testing, as stated in the Overview, is the most complex testing in a R/3 implementation project. It is
mainly because the R/3 application is an integrated system. The integration test planning involves the following.
(C) SAP AG
ASAP91
6-19
Page 291 of 296
Recommend Test Leader for test organization

Nominate a Test Leader. For smaller projects the Project Manager can fulfill this role. However, for a larger and
more complex project a separate person who has already been a participant on the project would be able to focus
on the Integration testing activities. It is the Test Leader who runs the workshops that accomplish the following
tasks.
Establish test system
A test system, also called the Quality Assurance system (QA), should be setup by the technical team. It is
necessary to have this system up and running before any integration test activity can be performed. The QA
system should have been technically tested and the plan to transport configuration from the Development system
should be completed.
Recommend test users
Build an integration test team to ensure integration thinking and development of integrated test scenarios.
Nominate test users. In many cases the team members can fulfill this role. However, if the project has been
lengthy or if the company is large it is a good idea to involve extended team members from the user community.
This involvement by extended team members serves two purposes: it trains them and helps to get their buy-in. It
is highly recommended that authentic user authorizations and logins be used for the integration testing.
Recommend one room for integration testing
Organize a separate room for the integration test. Setup personal computers, networking, printers and any other
necessary hardware in this room. Establish a schedule of the necessary test users for each part of the integration
test. For example, if you are testing the invoicing to cash part of a scenario then make certain that the appropriate
SD and FI team members are scheduled for the room.
If space and hardware is limited then have a detailed time schedule for each part of the test. The Test Leader
should coordinate and facilitate throughout the different module teams to make sure that the integration test is
smooth.
Recommend cut-off criteria
It is easy to fall into a continuous loop of integration testing. However, a cut-off date and criteria should be
established at the start of integration testing. The most critical testing scenarios should be used.
Scheduling and time estimates
Many of these preliminary tasks for integration testing should be completed in a timely manner. It is important to
have the proper testers and systems available. During integration testing configuration changes may be required
enough time for these tasks should also be scheduled.
Preparing system and test data
The critical element in an integrated test is common data. It is almost impossible to demonstrate integration
without using the same data. Thus, a chart-of-accounts, business partners, materials, etc. must all be defined and
properly configured as a part of the integrated test. Similarly, documents and control information (company codes,
plants, organizational hierarchy, etc.) must function properly during the integrated test. A good deal of planning is
required to conduct these tests (i.e. similar to planning to go into production). Successful completion of integrated
tests is one of the precursors for going into production.
Test Documentation
Use the Integration Test Scenario template to define your test cases.
Use the BPML Integration Test worksheets (Integration Test 1 and Integration Test 2) to create the Integration
Test plan. The following steps are a manual process:
Insert lines with names of the test scenarios being tested (need only scenario or process group
level)
Maintain priorities for each scenario
Update testing dates
Assign the appropriate test user(s) for each test scenario
Complete the Status column. (Test, Re-test and Approved)
TIP:
(C) SAP AG
ASAP91
6-20
Page 292 of 296
In the Roadmap tasks for the definition of test cases or in the accelerator list you find a list with predefined test
scenarios. There are also several real-life integrated test scenarios, which show how an integration test could be
performed. These test scenarios are delivered to support you in creating your own test scenarios. You can choose
every scenario that meets your business, copy it and adapt it according to your needs. Create as many variations as
you need to test your several business cases. There is no automated link to the BPML, but you can link the test
scenario manually into the column for test scenarios (Integration Test 1 and 2).
Roles
As the knowledge transfer from the R/3 business process experts to the project team approaches an apex,
responsibility for the integration test becomes that of the business process users and power users. This also instills
a sense of ownership with the business process users and should make it easier to get acceptance at the end of the
phase.
There is a change in the make up of the testing teams between the configuration cycles and integration testing. As
the test becomes more integrated, the test team should include team members from every enterprise area being
tested. This will ensure that all processes are properly tested. Involve extended teams members to ensure you meet
the companys business requirements.
System
Quality Assurance System is needed for Integration testing. Master data from legacy systems should be converted
onto the Q/A system. All configurations should be frozen on the Development system and transported onto the
QA system.
Technical System Testing

Definition
Technical system testing consists of functional and performance related tests. The technical functionality tests
aim to validate that the technical components of the production environment are working properly. These
functional tests include validating the system administration procedures, failure recovery, and disaster recovery.
The performance related tests include volume and stress testing of business transactions and business transaction
input / output using printer and fax devices.
Technical Functionality Test
Failure Test
Disaster Recovery Test
Backup and Restore Test
System Administration Test
Printing and Fax Test
Going Live Check
Performance Test
Volume Test
Stress Test
Batch cycle test
Month/quarter/year end processing
Technical functionality tests are rather basis oriented, whereas performance tests cover basis and application
aspects. Performance tests should concentrate on stress test, i.e. stressing the system with all components involved
in certain scenarios until it performs to predefined values (throughput). Volume testing is needed for some
processes or transactions, if the throughput of one process/transaction has to meet predefined requirements (i.e.
creating large amounts of sales orders, daily interfaces, etc.)
(C) SAP AG
ASAP91
6-21
Page 293 of 296

Technical and performance tests are planned and prepared in the Realization phase under System Management.
They are conducted in the Final Preparation phase under System Management.
Test Organization and Documentation

There is no special tool provided by ASAP to organize technical testing. You can use the project plan to plan your
several types of technical system test. Within the Roadmap steps you will find detailed information how to test.
Use the Stress Test Strategy paper attached to the corresponding Roadmap task to help in performing the stress
test. There is also an additional accelerator for planning, performing and documenting stress and volume testing
attached to the Roadmap tasks.
Roles
Technical Team Lead (along with application team members).
System
Testing can be prepared in the Quality Assurance system, but must run on the Production system.
(C) SAP AG
ASAP91
6-22
Page 294 of 296
User Acceptance Testing

Definition
Normally there is no special need for an User Acceptance Test, because the system should have been accepted by
the confirmation of the Final Integration Testing. This is the reason why it is not included in the ASAP Roadmap.
If you need to perform a separate User Acceptance Test, you can choose some of the Integration Test Scenarios.
Phase and Work package

Final Preparation
Test Organization and Documentation

Use some of your existing Integration Test Scenarios to perform and document the test.
Roles
Power User, End Users.
System
Quality Assurance system and Production system
(C) SAP AG
ASAP91
6-23
Page 295 of 296
Overview on how and when to perform testing

Final Configuration
Integration Test
IT 1
IT 2
Development of Conversions, Interfaces, ...
Unit Test: BPP with test conditions
Scenario Test: Test Scenario template
Unit Test Development: Functional specification test section
Integrated
test scenario
IT scenario with
develop.
Type of Testing
Work Package or Activity
Tools
Roles
System
Unit testing
BPP with test

conditions
Consultant
Development
system: QA
environment
Test Scenario
template
Business Process Development

Owner
system: QA
environment
Test section of
Functional
Specification
Developer
Development
system: QA
Business Process
environment
Owner
Test Scenario
template
Business Process Quality assurance

Owner
system
Checklists
Technical
Consultant / T.
Team Lead
Final Configuration
Scenario testing
Final Scope Configuration
Development
testing
Develop Conversion Programs /

Develop Interface Programs /
Develop Enhancements /
Create Reports / Create Forms
Integration testing
Baseline Confirmation
Final Scope Confirmation
Final Integration Test
Technical system
testing
System Management
Performance testing System Management
(C) SAP AG
ASAP91
6-24
Stress/Volume test Technical Team

template
Lead / Business
Process Owner
Page 296 of 296
Productive system
QA system
Productive system

Asap

Încărcat de

Informații document

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

Asap

Încărcat de

Drepturi de autor:

Formate disponibile

ASAP91 SAP Implementation

R/3 System Release 46B 24.12.2001

ASAP91 SAP Implementation

Copyright 2000 SAP AG. All rights reserved.

z Basic knowledge of The R/3 System

Project Managers, Project Team Leaders,

Overall Course Goals

This course provides an understanding of the

At the conclusion of the course, you will be able to:

ASAP Overview: Unit Objectives

Upon completion of this unit, you will able to:

ASAP Overview: Topics

ASAP Defined: Objectives

Upon completion of this topic, you will be able to:

Build on the strength of R/3 and SAP Products:

Define scope and requirements quickly and stick to them

AcceleratedSAP - SAPs Full Life-Cycle Solution

ASAP Supports Continuous Improvement

The Roadmap (ASAP methodology)

A new Implementation Assistant debuts in 4.6a:

Critical Success Factors

Clearly defined and stable project scope

Whole company committed to using the ASAP Methodology

Defining the Points on the ASAP Roadmap

Initial Project Planning

Key ASAP Deliverables

Excel Spreadsheets for

ASAP Overview: Topics

Tools Available in ASAP: Objectives

Upon completion of this topic, you will be able to:

Define, organize, manage SAP

Business Blueprint (Q&Adb)

Document SAP implementation

Implementation Assistant, Q&Adb, R/3,

ASAP Administration - User Maintenance

All Projects on Server XXXXX

One project is highlighted on the User Maintenance screen.

AcceleratedSAP Implementation Assistant (IA)

IA: Menu and Toolbar

IA Project Area: Roadmap

AcceleratedSAP Implementation Assistant

IA Project Area: Roadmap - Example

Phase - 2 Business Blueprint

Work Package - 2.5 Organizational Structure Definition

Activity - 2.5.1 Define Business Organization Structure

2.5.1.2 Distribute Organization Structure

Conduct Organization Structure Workshop

IA Project Area: Roadmap Add and Scoping

AcceleratedSAP Implementation Assistant

IA Project Area: Knowledge Corner

AcceleratedSAP Implementation Assistant

Find Structure Item....

Type in the word(s)

Links and Roles Area

IA: Concept Check Tool

View by Subject Areas:

ASAP - Reference Structure

Linking the Q&Adb to the Graphical Representation

SAP Reference Structure

Training and Documentation

Graphical Representation of the Reference Structure

SAP Reference Structure: ASAP & External Tools

SAP Reference Structure

ERP Modeler (CASE wise)