ASAP91 SAPImplementation

ASAP91 SAP Implementation
ASAP91
R/3 System Release 46C 04/05/2001
ASAP91 SAP Implementation..................................................................................................................... 0-1

Copyright.................................................................................................................................. 0-2
ASAP Curriculum.................................................................................................................. 0-4
Course Prerequisites............................................................................................................ 0-5
Target Group......................................................................................................................... 0-6
Course Overview...................................................................................................................... 1-1
Overall Course Goals........................................................................................................... 1-2
Course Objectives................................................................................................................ 1-3
Contents............................................................................................................................... 1-4
ASAP Overview........................................................................................................................ 2-1
ASAP Overview: Unit Objectives.......................................................................................... 2-2
ASAP Overview: Topics........................................................................................................ 2-3
ASAP Defined: Objectives.................................................................................................... 2-4
AcceleratedSAP Purpose..................................................................................................... 2-5
TeamSAP Components........................................................................................................ 2-6
AcceleratedSAP - SAPs Full Life-Cycle Solution.................................................................2-7
ASAP Supports Continuous Improvement............................................................................2-8
The Roadmap (ASAP methodology).....................................................................................2-9
Critical Success Factors..................................................................................................... 2-10
Defining the Points on the ASAP Roadmap........................................................................2-11
Key ASAP Deliverables...................................................................................................... 2-12
ASAP Overview: Topics...................................................................................................... 2-13
Tools Available in ASAP: Objectives...................................................................................2-14
Overview............................................................................................................................. 2-15
ASAP Administration - User Maintenance..........................................................................2-16
IA Overview........................................................................................................................ 2-17
IA: Menu and Toolbar.......................................................................................................... 2-18
IA Project Area: Roadmap.................................................................................................. 2-19
IA Project Area: Roadmap - Example.................................................................................2-20
Example: Tools/Accelerators...............................................................................................2-21
IA Project Area: Roadmap Add and Scoping......................................................................2-22
IA Project Area: Knowledge Corner....................................................................................2-23
IA Find................................................................................................................................ 2-24
IA: Concept Check Tool...................................................................................................... 2-25
IA: View.............................................................................................................................. 2-26
ASAP - Reference Structure...............................................................................................2-27
Linking the Q&Adb to the Graphical Representation..........................................................2-28
Graphical Representation of the Reference Structure........................................................2-29
SAP Reference Structure: ASAP & External Tools..............................................................2-30

SAP Reference IMG........................................................................................................... 2-31
Customer Specific Configuration of the IMG.......................................................................2-32
Transport............................................................................................................................ 2-33
Tools for the R/3 Project Documentation............................................................................2-34
ASAP Overview: Unit Summary.......................................................................................... 2-35
ASAP Overview Exercises.................................................................................................. 2-36
ASAP Overview Solutions................................................................................................... 2-39
Implementation Roadmap........................................................................................................ 3-1
Implementation Roadmap: Unit Objectives...........................................................................3-2
Overview Diagram: Implementation Roadmap (1)................................................................3-3
Phase 1: Project Preparation: Objectives.............................................................................3-4
The Purpose of Phase 1: Project Preparation......................................................................3-5
Project Preparation - Roles & Key Focus.............................................................................3-6
Phase 1: Project Preparation - Work Packages (1)..............................................................3-7
Create and Issue Project Charter......................................................................................... 3-8
Review and Refine Implementation Strategy........................................................................3-9
Review Implementation Proposal.......................................................................................3-10
Establish Project Team Working Environment....................................................................3-11
Determine Project Organization.......................................................................................... 3-12
Prepare Project Plan........................................................................................................... 3-13
Phase 1: Project Preparation - Work Packages (2)............................................................3-14
Define Proj Mgt Standards & Procedures...........................................................................3-15
Tasks for Activity................................................................................................................. 3-16
Quality Assurance Program................................................................................................ 3-17
Define Implementation Standards & Procedures................................................................3-18
Define System Landscape Strategy....................................................................................3-19
R/3 in a Three System Infrastructure..................................................................................3-20
Create Project Team Training Plan.....................................................................................3-22
Align End User Training & Doc Strategy.............................................................................3-23
Kickoff Meeting................................................................................................................... 3-25
Project Team Standards Meeting........................................................................................3-26
Technical Requirements Planning Activities........................................................................3-28
Perform Quality Check and Obtain Approval......................................................................3-30
Overview Diagram: Implementation Roadmap (2)..............................................................3-31
Phase 2: Business Blueprint: Objectives............................................................................3-32

The Purpose of Phase 2: Business Blueprint.....................................................................3-33
Business Blueprint - Roles & Key Focus............................................................................3-34
Phase 2: Business Blueprint - Work Packages (1).............................................................3-35
Project Management........................................................................................................... 3-36
Organizational Change Management.................................................................................3-37
Training............................................................................................................................... 3-38
Create Technical Design..................................................................................................... 3-41
Set Up Development Environment......................................................................................3-42
Service................................................................................................................................ 3-43
System Administration........................................................................................................ 3-44
Initialize IMG....................................................................................................................... 3-45
Define Business Organization Structure.............................................................................3-47
Q&Adb Structure................................................................................................................. 3-48
Associated Items 1............................................................................................................. 3-49
Associated Items 2............................................................................................................. 3-50
Issues Database................................................................................................................. 3-51
Scoping............................................................................................................................... 3-52
Set Owner........................................................................................................................... 3-53
Set Bookmarks................................................................................................................... 3-54
Business Strategy............................................................................................................... 3-55
Organizational Structure..................................................................................................... 3-56
Reports (Business Org. Structure)......................................................................................3-57
Business Process Definition............................................................................................... 3-59
Prepare for Business Process Workshops.........................................................................3-60
Conduct General Requirements Workshops.......................................................................3-61
General Settings and Master Data......................................................................................3-62
Requirements Workshops.................................................................................................. 3-63
Requirements Workshops - Analysis 1...............................................................................3-64
Requirements Workshops - Analysis 2...............................................................................3-65
Requirements Workshops - Modeling.................................................................................3-66
Requirements Workshops - Dominant Entry.......................................................................3-67
Requirements Workshops - BP Transactions.....................................................................3-68
Complete Business Blueprint.............................................................................................. 3-69
Reports (Business Process Definition)...............................................................................3-70
Blueprint Document Review and Sign Off...........................................................................3-71
IMG - Link........................................................................................................................... 3-72

Quality Check..................................................................................................................... 3-74
Overview Diagram: Implementation Roadmap (3)..............................................................3-75
Phase 3: Realization: Objectives........................................................................................ 3-76
The Purpose of Phase 3: Realization.................................................................................3-77
Realization - Roles & Key Focus........................................................................................3-78
Phase 3: Realization - Work Packages (1).........................................................................3-79
Project Management........................................................................................................... 3-80
Organizational Change Management.................................................................................3-81
Training............................................................................................................................... 3-82
Project Team Training......................................................................................................... 3-83
Goal, Content and Tools for Configuration..........................................................................3-85
Linking the Blueprint to the Realization Phase...................................................................3-86
Business Process Master List.............................................................................................3-87
Worksheets within the BPML.............................................................................................. 3-88
Baseline & Cycle Worksheets.............................................................................................3-89
The ASAP Processes in the Work Packages......................................................................3-90
Baseline Configuration & Confirmation...............................................................................3-91
Baseline Workflow.............................................................................................................. 3-92
Final Configuration & Confirmation.....................................................................................3-93
Final Config. Workflow: Cycle 1- n......................................................................................3-94
Testing in the Realization Phase.........................................................................................3-95
Working with the Project IMG.............................................................................................3-96
Content and Tools............................................................................................................... 3-98
Batch Input / Direct Input.................................................................................................... 3-99
Accelerated Data eXchange............................................................................................. 3-100
Change Levels.................................................................................................................. 3-101
Establish Authorization Concept.......................................................................................3-102
SAP Easy Access............................................................................................................. 3-103
Archiving........................................................................................................................... 3-104
Phase 3: Realization - Work Packages (4).......................................................................3-105
Overview of Final Integration Test.....................................................................................3-106
Prepare for Final Integration Test......................................................................................3-107
Conduct Final Integration Test.......................................................................................... 3-108
Integration Worksheets..................................................................................................... 3-109
Integration Test 1 (IT1)...................................................................................................... 3-110
Integration Test 2 (IT2)...................................................................................................... 3-111

Phase 3: Realization - Work Packages (5)........................................................................3-112
System Management: Activities........................................................................................ 3-113
Phase 3: Realization - Work Packages (6)........................................................................3-114
QC Activities & Tasks........................................................................................................ 3-115
Overview Diagram: Implementation Roadmap (4)............................................................3-116
Phase 4: Final Preparation: Objectives.............................................................................3-117
The Purpose of Phase 4: Final Preparation......................................................................3-118
Final Preparation - Roles & Key Focus.............................................................................3-119
Phase 4: Final Preparation - Work Packages (1)..............................................................3-120
Project Management......................................................................................................... 3-121
Training: Goal and Content............................................................................................... 3-123
System Management: Goal and Content..........................................................................3-125
Detailed Project Planning: Goal and Content...................................................................3-127
Cutover: Goal and Content............................................................................................... 3-129
Quality Check................................................................................................................... 3-131
Overview Diagram: Implementation Roadmap (5)............................................................3-132
Phase 5: Go Live & Support: Objective............................................................................3-133
The Purpose of Phase 5: Go Live & Support....................................................................3-134
Go Live and Support - Roles & Key Focus.......................................................................3-135
Going Live........................................................................................................................ 3-136
Phase 5: Go Live & Support - Work Packages.................................................................3-137
Workflow in Work Package Go Live and Support.............................................................3-138
Production Support: Content and Goal.............................................................................3-139
Providing Production Support........................................................................................... 3-140
Service.............................................................................................................................. 3-141
Project End: Content and Goal......................................................................................... 3-142
Implementation Roadmap: Unit Summary........................................................................3-143
MSI International Information............................................................................................ 3-144
Implementation Roadmap Exercises................................................................................3-153
Implementation Roadmap Solutions.................................................................................3-165
Continuous Improvement: Unit Objectives...............................................................................4-1
ASAP Supports Continuous Improvement............................................................................4-2
Content Continuous Improvement........................................................................................ 4-3
R/3 Services in the Software Life Cycle................................................................................4-4

Continuous Improvement - Summary...................................................................................4-5
ASAP Related.......................................................................................................................... 5-1
ASAP Related: Unit Objectives............................................................................................. 5-2
ASAP Related: Overview (1)................................................................................................. 5-3
Defining the Points on the ASAP Upgrade Roadmap...........................................................5-4
R/3 Upgrade of DEV............................................................................................................. 5-5
ASAP Related: Overview (2)................................................................................................. 5-6
Multiple implementations...................................................................................................... 5-7
The Principle......................................................................................................................... 5-8
Global ASAP Methodology................................................................................................... 5-9
Global ASAP - Overview of Phases....................................................................................5-10
ASAP Related: Overview (3)............................................................................................... 5-11
From One Product to a Business Solution Family..............................................................5-12
Industry Solutions by IBU................................................................................................... 5-13
Solution Family Embraces the Real Time Enterprise..........................................................5-14
Purpose & Components...................................................................................................... 5-16
Industry Specific Blueprint & Preconfigured System...........................................................5-17
The Roadmap (ASAP methodology)...................................................................................5-18
Accelerators in the Roadmap: Business Blueprint..............................................................5-19
Accelerators in the Roadmap: Realization..........................................................................5-20
SAP Solution Maps............................................................................................................. 5-22
SAP Industry Solution Map................................................................................................. 5-23
Industry Solution Map - Level 1 of 2...................................................................................5-24
Industry Solution Map - Level 2 of 2...................................................................................5-25
Solution Maps and Accelerated Solutions...........................................................................5-26
Value Chain Life Cycle........................................................................................................ 5-28
ValueSAP CBI Roadmap.................................................................................................... 5-29
Core Elements of the Business System..............................................................................5-30
ASAP Related: Unit Summary............................................................................................5-31
Appendices: Example of Project Duration................................................................................6-1
Business Blueprint / Workshop Process Guide.....................................................................6-2
CI Template Usage Guide..................................................................................................... 6-4
ASAP Business Blueprint..................................................................................................... 6-5
Testing Strategy.................................................................................................................. 7-15
0
ASAP91 SAP Implementation
ASAP91
SAP Implementation
SAP AG 1999
R/3 System
Release 4.6B
February 2000
Material nr.: 50036747
0.2
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
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Design: SAP Communications Media
0.3
ASAP Curriculum
Level 3
Level 2
ASAP91
SAP
Implementation
3 Days
ASAP90
Project Mgt
& Leadership
3 Days
ASAP92
Tools in Detail
2 Days
ASAP93
Global
Implementations
2 Days
ASAP95
Managing
Organizational
Change
2 Days
Required prerequisite
SAP AG 1999
Strongly recommended
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.
0.4
Course Prerequisites
Basic knowledge of The R/3 System
SAP R/3 Overview
SAP AG 1999
0.5
Target Group
Audience:
Project Managers, Project Team Leaders,

Project Team Members
Duration: 3 days
SAP AG 1999
1
Course Overview
Contents:
Overall Course Goals
Course Objectives
Table of Contents
SAP AG 1999
(C) SAP AG
ASAP911
1.2
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
ASAP912
1.3
Course Objectives
At the conclusion of the course, you will be able to:

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
Provide a review of the AcceleratedSAP tools and
major accelerators and how they work in the context
of the Roadmap
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
ASAP913
1.4
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
ASAP914
2
ASAP Overview
Contents:
ASAP Defined
Tools Available in ASAP
SAP AG 1999
(C) SAP AG
ASAP911
2.2
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
ASAP912
2.3
ASAP Overview: Topics
ASAP Overview
ASAP Defined
Tools Available
in ASAP
Legend:
Unit
Unit
Topic
Topic
SAP AG 1999
(C) SAP AG
ASAP913
2.4
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
ASAP914
2.5
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
ASAP915
2.6
TeamSAP Components
People:
TeamSAP
Solutions expertise
Quality
Processes:
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
ASAP916
2.7
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
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
ASAP917
2.8
ASAP Supports Continuous Improvement
Continuous Improvement
New Business
Requirements
Market Technology
Changes
New R/3
Functionality
ASAP Implementation
1
SAP AG 1999
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
ASAP918
2.9
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 evergrowing 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
ASAP919
2.10
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
ASAP9110
2.11
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
Continuous
Project
Preparation
Business Realization
Blueprint
Project Management
Training
Develop System Environment
Organizational Structure Definition
Business Process Analysis
Business Process Defintion
Quality Check
Production Support
Project End
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
ASAP9111
2.12
Key ASAP Deliverables
1
Project
Charter
Q&Adb
Structures:
Project
Plan
Business Strategy
Organization
General Settings
Master Data
Business Process
Cross Application
Development
Scope
Project
Team
Org.
Business
Blueprint
Word Documents
4 Master Lists
Excel Spreadsheets for
Development, Organization,
Business Processes and
Authorizations
Stress
Test
Volume
Test
System
Performance
Review
Cut Over
Plan
BPP
Config.
Plan
Std. &
Proced
Testing
Plan
Unit Testing
Test Scenario
Integration
Develp.
Programs
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
ASAP9112
2.13
ASAP Overview: Topics
ASAP
ASAPOverview
Overview
ASAP Defined
Tools Available
in ASAP
Legend:
Unit
Unit
Topic
Topic
SAP AG 1999
(C) SAP AG
ASAP9113
2.14
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
ASAP9114
2.15
Overview
Actions
Define, organize, manage SAP
implementation project (ASAP
methodology)
Tools
Implementation
Implementation Assistant,
Assistant, ASAP
ASAP in
in R/3
R/3
Administration
Roadmap
Question & Answer Database
Knowledge Corner
Accelerators to compliment tools
Implementation
Implementation Assistant,
Assistant, ASAP
ASAP in
in R/3
R/3
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
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
ASAP9115
2.16
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
Team Leaders
Specify ownership
categories:
Business Owner
Consultant
QAdb
Smith
Project Roles
Project Managers
asap
R/3 Info
sap
Edit
Add
Delete
Copy
New Session
Roles to be used
in the IA
Connection
parameters for the
R/3 System
Save
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
ASAP9116
2.17
IA Overview
AcceleratedSAP Implementation Assistant (IA)

Project Area
Viewing Area
Roadmap
KC
BPP
Displays Documents
from Project Area
Find
Holding Area
Favorites from
Project Area
Attachment Area
Links
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
ASAP9117
2.18
IA: Menu and Toolbar
Print
Collapse
Back
Expand
Forward
CCT
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
ASAP9118
2.19
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
ASAP9119
2.20
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.
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ASAP9120
2.21
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
ASAP9121
2.22
IA Project Area: Roadmap Add and Scoping

Roadmap
Edit
Phase
View
Roadmap
...
...
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
ASAP9122
2.23
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
ASAP9123
2.24
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
ASAP9124
2.25
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
ASAP9125
2.26
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
Project Sponsor
SAP Consulting Manager
TeamSAP Project Manager
SAP Reviewer
SAP Tech. Consultant
Manager
Steering Committee Member
System Administrator
Technical Consultant
Training Coordinator
View
Subject
Areas...
Roles...
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
ASAP9126
2.27
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
ASAP9127
2.28
Linking the Q&Adb to the Graphical Representation
Diagram Explorer
(Delivered with ASAP)
SAP Reference Structure

+
Business Strategy
Organization
General Settings
Master Data
Business Processes
Cross-Application
Training and Documentation
Basis
Development
KnowledgeMap
KnowledgeMap
Matrix
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
ASAP9128
2.29
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
ASAP9129
2.30
SAP Reference Structure: ASAP & External Tools
EPC
Q&Adb

External
Business Processes
Aris for R/3 (IDS)

ERP Modeler (CASE wise)
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
ASAP9130
2.31
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
ASAP9131
2.32
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
ASAP9132
2.33
Transport
Tool
Customizing
Transport
System
Client
Copy
Function
SAP
System
Development
Customizing
SAP (Targ.)
System
automatic
system setting
recording
Production
SAP
System
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
ASAP9133
2.34
Tools for the R/3 Project Documentation
ASAP Roadmap
Business Navigator
IMG
Financial accounting
Fiscal year
...
...
Diagram 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
ASAP9134
2.35
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
ASAP9135
2.36ASAP 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.
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ASAP9136
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?
(C) SAP AG
ASAP9137
1-9
What are BPPs?
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
ASAP9138
2.37ASAP 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, reenter 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 Project Manager
hcl
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
ASAP9139
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
(C) SAP AG
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
Identifying and managing mission critical business scenarios in the

system environment and validating expected results versus actual results
ASAP9140
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
ASAP9141
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
ASAP9142
3
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
ASAP911
3.2
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
ASAP912
3.3
Overview Diagram: Implementation Roadmap (1)
Implementation
Roadmap
Phase 1
Project Preparation
Phase 2
Business Blueprint
Phase 3
Realization
Legend:
Unit
Unit
Topic
Topic
SAP AG 1999
(C) SAP AG
ASAP913
Phase 4
Final Preparation
Phase 5
Go Live & Support
3.4
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
ASAP914
3.5
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
ASAP915
3.6
Project Preparation - Roles & Key Focus
Phase
Content
Role
Groupings
Initial Proj
Planning
Project
Procedures
Training
Planning
Project
Kickoff
Tech Req.
Req.
Planning
Steering
Signoff
Sponsors
******************
Proj Charter
and
Implementation
Strategy
Project Mgt
******************
Consultant
Plan/budget/
Resources
Comm/ Doc,
Issue Mgt
Implementation
Strategy
Deployment
Strategy
Change Mgt
Plan
Kick off Meeting
Signoff
Proj Mgt Stand

& Procedures
Kick off Meeting
Quality Check
/Signoff
******************
Kick off
Meeting
Proj Team
Standards
******************
Customer
Technical
Organisation/
plan
Change Mgt
Plan
System Authoriz.
Standards
Security
Project Team
Standards
ID Tech
Requirements/
Procure HrdWr
Project Team
Training Plan
Training
Change
QC
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
ASAP916
3.7
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
ASAP917
3.8
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

Approve Project Charter
SAP Project
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
ASAP918
3.9
Review and Refine Implementation Strategy
Initial Project
Planning
Tasks
Review Implementation Proposal
Check Strategy for Corporate Rollout
Implementation Proposal
Project Charter
Data from Sales Cycle
Output
Implementation Strategy
SAP Project
Confirm Implementation Methodology
Inputs
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
ASAP919
3.10
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

KEY
Define Scope at:

Level 1 - SAP Reference Structure
Level 1
Level 2
Level 2 - Enterprise Area
Level 3
Level 4
Level 3 - Scenario
Structure
In Scope
Master Data
General master data
BP Owner / Consult
Level 4 - Process Group
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 presales activities.
(C) SAP AG
ASAP9110
3.11
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
ASAP9111
3.12
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
Remote Consulting
Customer Competence Center (CCC) program
Team Organization Chart Template
Team Organization Chart How To
SAP Project
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
ASAP9112
3.13
Prepare Project Plan
Tasks
Initial Project
Planning
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
ASAP9113
3.14
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
ASAP9114
3.15
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
ASAP9115
3.16
Tasks for Activity
Tasks
Project
Procedures
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
ASAP9116
3.17
Quality Assurance Program
Project
Procedures
Sales
Implementations
Post Go Live
ASAP Roadmap Quality checks

Project
Preparation Business
Blueprint
Realization
Final
Preparation
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
ASAP9117
3.18
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; postimplementation 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
ASAP9118
3.19
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
ASAP9119
3.20
R/3 in a Three System Infrastructure
Project
Procedures
Development
System
Quality Assurance
System
Data Transfer
Production
System
Transport
Copy
SAP
Client
000
DEV
Three database infrastructure with

Development, Quality Assurance
and Production Systems
Complete testing of development

and upgrades possible
Suitable development environment
QAS
PRD
DEV
Development/Customizing System
QAS
Quality Assurance System
PRD
ProductionSystem
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
ASAP9120
3.21
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
ASAP9121
3.22
Create Project Team Training Plan
ASAP Roadmap
Project
Preparation
Business
Blueprint
Realization
SAP Training Courses:

Accelerator:
Training Services for
the Project Team
Note!
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
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
ASAP9122
3.23
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
ASAP9123
3.24
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
ASAP9124
3.25
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
ASAP9125
3.26
Project Team Standards Meeting
Project
Kickoff
Project communication plans,

meetings and schedules
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
ASAP9126
3.27
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
ASAP9127
3.28
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
ASAP9128
3.29
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
ASAP9129
3.30
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
ASAP9130
3.31
Implementation
Roadmap
Phase 1
Project Preparation
Phase 2
Business Blueprint
Phase 3
Realization
Legend:
Unit
Unit
Topic
Topic
SAP AG 1999
(C) SAP AG
ASAP9131
Phase 4
Final Preparation
Phase 5
Go Live & Support
3.32
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
ASAP9132
3.33
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
ASAP9133
3.34
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
Project IMG/
Master Records
Refine Proj Plan
Team Bldg
Activities
Training
Effectiveness
EUT & Doc

strategy/delvy
Org Impact/
Risk / Sponsor
Attend PTT
Attend PTT
Security
Org Structure
Guidelines/
Workshops
Attend PTT
Training
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).
Share Focus items are noted by the ************ brackets.
(C) SAP AG
ASAP9134
3.35
Phase 2: Business Blueprint - Work Packages (1)
Project Management
Training Business Blueprint Phase
Business
Org. Structure
SAP AG 1999
(C) SAP AG
ASAP9135
Business
Process Definition
QC
3.36
Project Management
Prepare and attend

status meetings
Prepare and attend
steering committee
meeting
Correct project
variances
Refine project plan
Change Management
Team building
activities
Documentation
Project Management Check List
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
ASAP9136
3.37
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
ASAP9137
3.38
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
ASAP9138
(C) SAP AG
ASAP9139
3.39
Project Management
QC

Business
Org. Structure
Business
Process Definition
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
ASAP9140
3.40
Create Technical Design
Develop System
Environment
Tasks
Document Physical System(s) Layout & Distribution
Define and Document Printing Infrastructure
Document Network Topology
Document Interface Topology
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
ASAP9141
3.41
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
ASAP9142
3.42
Service
Develop System
Environment
Functions
Problem requests
Notes
Hot News
Online corrections
Service requirements
SAP software change registration
Training details
Project milestones for service
Maintenance of Customer Master Data
SAP /
Branch
Customer
/ CCC
SAPNet - R/3
Frontend
or
SAPNet - Web
Frontend
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
ASAP9143
3.43
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
ASAP9144
3.44
Initialize IMG
Develop System
Environment
Tasks
Generate Project IMG
Data
SAP
Reference
IMG
Scope
Views
Member
Status
Country
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
ASAP9145
3.45
Project Management
QC

Business
Org. Structure
Business
Process Definition
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
ASAP9146
3.46
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
ASAP9147
3.47
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
ASAP9148
3.48
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 SAP-delivered
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.
(C) SAP AG
ASAP9149
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
ASAP9150
3.49
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
ASAP9151
3.50
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
ASAP9152
3.51
Scoping
Edit
...
Set In Scope
...

Structure Item A
Structure Item B
Structure Item C
3
Structure Item D
Structure Item E
View
Reports
...
In Scope
...

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
ASAP9153
3.52
Set Owner

Structure Item
Structure Item
Business Owner
Consultant
Structure Item
Select Owner
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
ASAP9154
3.53
Set Bookmarks
Edit

Structure Item
Structure Item
Structure Item
...
Bookmarks
Save Bookmarks
Goto Bookmarks
List of Bookmarks
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
ASAP9155
3.54
Business Strategy
Business Org.
Structure

Business Strategy
Business Analysis
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
ASAP9156
3.55
Organizational Structure
Business Org.
Structure

Organization
Cross-application....
2
3
Controlling Area
Company Code....
Question
Information
Status
CI Template
SAP Documentation
IDES Documentation
Procurement....
Business Analysis
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
ASAP9157
3.56
Reports (Business Org. Structure)
Business Org.
Structure
Edit
- Reports
-
Scope Document
Business Strategy
Business Blueprint
Master Lists
BPML
OSL
DL
AL
Status
View
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
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
ASAP9158
3.57
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
ASAP9159
3.58
Business Process Definition
Business
Process
Definition
INPUT
Business Process
Questions
R/3 Reference
Structure
Organizational
Structure
Business Process
Definition
Business Analysis
Questions
CI Template
BP Transactions
Technical Analysis
Functional
Specifications
OUTPUT
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
ASAP9160
3.59
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
ASAP9161
3.60
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
ASAP9162
3.61
General Settings and Master Data
Business
Process
Definition

General Settings
1
2
Set Countries
Set Currencies....
Business Analysis
Question
CI Template
Master Data
2
General Master Data
General Master Data....

3
Material Master....
Serial Numbers....
Technical
Analysis
BP Transaction
SAP Documentation
Information
Status
IDES Documentation
SAP AG 1999
Result:
Output: Completed general settings and master data questions in the Q&Adb and documented
enterprise standards
(C) SAP AG
ASAP9163
3.62
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).
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ASAP9164
3.63
Requirements Workshops - Analysis 1
Business
Process
Definition

Business Processes
Business Analysis
Question
CI Template
Enterprise Areas
Scenarios
Process Groups
Technical
Analysis
BP Transaction
User Roles
Information
Status
SAP Documentation
IDES Documentation
Processes
User Roles
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
ASAP9165
3.64
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
ASAP9166
3.65
Requirements Workshops - Modeling
Business
Process
Definition
External Modeling Tools

Analyze Business Processes
Business Processes
DiagramExplorer
Explorer(Intellicorp)
(Intellicorp)
Diagram
Arisfor
forR/3
R/3(IDS)
(IDS)
Aris
Enterprise Areas
ERPModeler
Modeler(CASE
(CASEwise)
wise)
ERP
Scenarios
LiveModel
Model(Intellicorp)
(Intellicorp)
Live
Process Groups
4
5
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
ASAP9167
3.66
Requirements Workshops - Dominant Entry
Business
Process
Definition

Business Processes
Scenarios
Process Groups
4
5
Processes
Scenarios
Identifier
D
Dominant entry
Subordinate entry
Process Groups
Process
Enterprise Areas
Subordinate to Dominant
SAP AG 1999
Processes
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
ASAP9168
3.67
Requirements Workshops - BP Transactions
Business
Process
Definition

Business Processes
Business Process Transactions

Structure Entry
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
Processes
Run
R/3 Transaction
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
ASAP9169
3.68
Complete Business Blueprint
Business
Process
Definition
Tasks
Perform Organizational Optimization Analysis
Refine Project Organization and Roles
Assemble Blueprint
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
ASAP9170
3.69
Reports (Business Process Definition)
Business
Process
Definition
Edit
- Reports
-
Scope Document
Business Strategy
Business Blueprint
Master Lists
BPML
OSL
DL
AL
Status
View
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
SAP AG 1999
Reports allows you to display project documentation in different forms, and creates a report structure in
the Q&Adb.
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ASAP9171
3.70
Blueprint Document Review and Sign Off
Business
Process
Definition
Tasks
Prepare for Presentation of Blueprint Review
Conduct Review and Sign Off
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
ASAP9172
3.71
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
ASAP9173
3.72
Project Management
QC

Business
Org. Structure
Business
Process Definition
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
ASAP9174
3.73
Quality Check
Documentation
Quality Check Check List
Configuration
SAP R/3
Concept
Check Tool
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
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
ASAP9175
3.74
Implementation
Roadmap
Phase 1
Project Preparation
Phase 2
Business Blueprint
Phase 3
Realization
Legend:
Unit
Unit
Topic
Topic
SAP AG 1999
(C) SAP AG
ASAP9176
Phase 4
Final Preparation
Phase 5
Go Live & Support
3.75
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
ASAP9177
3.76
The Purpose of Phase 3: Realization
ASAP Roadmap
Continuous
Improvement
Project
Preparation
Business
Blueprint
Final
Preparation
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
ASAP9178
3.77
Realization - Roles & Key Focus
Phase
Content
Role
Groupings
Proj Mgt
Steering
Steering
Meetings
Sponsors
Review / FU on
Recommends
Customer
Support Plan
***************
Realization
Phase
Review
***************
Analyze Org
Implement.
Risks
**************
**************
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
**************
System Test
Create,Test,
Plans/QA &
Migrate
Attend PTT
Prod Enviro/
Programs &
Prep for ABAP
Procedures
Signoff
Quality Check
Signoff
E.U. Training:
content & prep
Training
Team Bldg
Activities
Org Impact/
Risk / Sponsor
Attend PTT
Security
Config
ARICE
Integration
Sys Admn Arch/Form
Arch/Form
Check for
Approvals
Technical
Change
Proj Team
Training
Signoff
Analyse Org
Implement.
Risks
Review, Status/
Project Mgt Cutover & Prod.

Consultant
Org Chng
Mgt
Org Structure
Authorize Design/
Job Functions
Create &
Register Dev
Review Strategy
Create Models
SAP AG 1999
(C) SAP AG
ASAP9179
3.78
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
ASAP9180
QC
Integration
3.79
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
ASAP9181
3.80
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
ASAP9182
3.81
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
ASAP9183
3.82
Project Team
Training
Phase
Phase 11
Team
Team Training
Training
Schedule
Schedule
Phase 33
Refine Training Schedule
Level
Level 22
Level
Level 33
Baseline
Configuration
Level 2 Level 3
Final
Configuration
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
ASAP9184
3.83
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
ASAP9185
3.84
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
ASAP9186
3.85
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
Level 1
Cycle Scope
Level 1
Level 2
Level 3
Integration Test
Level 1
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
ASAP9187
3.86
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
ASAP9188
3.87
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
ASAP9189
3.88
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
ASAP9190
3.89
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
ASAP9191
3.90
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
ASAP9192
3.91
Baseline Workflow
CONFIGURATION
PROCESS
PROCESS
Create
Config. Plan
Configure
Baseline
TOOLS
BSD
TOOLS
BSD
Configurator
Plan Date
OSL
OSL
Configurator
Plan Date
PROCESS
Test
Baseline
Actual Date
BPP - Complete
TOOLS
CONFIGURATIONBSD
PROCESS
PROCESS
Define Test
Cases
Create
Test Plan
TOOLS
Unit Test
Test Scenario
Case Proced.
TOOLS
Status
Actual Date
CONFIRMATION
Status
TOOLS
Actual
Date
Unit Test
Test Scenario
Case Proced.
PROCESS
PROCESS
Prepare
Scenarios
TOOLS
Test
Scenarios
Test Scenario
End-To-End
Level 3
Kickoff Mtng
Documentation
TOOLS
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
ASAP9193
3.92
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
ASAP9194
3.93
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
Status
Actual Date
BPP - Complete
NO
OK?
YES
PROCESS
Test Final
Config.
TOOLS
CONFIGURATION Cycle Plans
PROCESS
PROCESS
Define Test
Cases
Create
Test Plan
TOOLS
Cycle Plans
Unit Test
Test Scenario
Case Proced.
TOOLS
TOOLS
Cycle Plans
CONFIRMATION
Status
TOOLS
Actual
Date
Unit Test
Test Scenario
Case Proced.
PROCESS
PROCESS
Prepare
Scenarios
TOOLS
Test
Scenarios
Test Scenario
End-To-End
Level 3
Kickoff Mtng
Documentation
TOOLS
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
ASAP9195
3.94
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-to-end
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
ASAP9196
3.95
Working with the Project IMG
Organizational
Structure List
Business
Process
Master List
R/3
Project Name
IMG for R/3 Customizing
Activity
Status
General
Employee
Customizing: Edit Project

My Customizing Worklist
Keywords
Memo
Project IMG Procurement

Project IMG Sales
Note Types
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
ASAP9197
3.96
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
ASAP9198
3.97
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
ASAP9199
3.98
Batch Input / Direct Input
DB
Direct Input
Data
Read Dataset
Call Function
Check and Update Data
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
ASAP91100
3.99
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 nonR/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
ASAP91101
3.100
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
ASAP91102
3.101
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
Company code
Material
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
ASAP91103
3.102
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
ASAP91104
3.103
Archiving
Create Archiving Management
Design Archiving
Management
Strategy
Create
Archiving
Management
Test
Archiving
Procedures
Review
Archiving
Technical requirements
Business requirements
Responsibility
Schedule
Technical system support
Test for all applications
Archiving
Review the documentation on archiving

Check the archiving test logs
Release
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
ASAP91105
3.104
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
ASAP91106
3.105
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
ASAP91107
3.106
Prepare for Final Integration Test
Tasks
Final
Integration
Testing
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
ASAP91108
3.107
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
ASAP91109
3.108
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
ASAP91110
3.109
Integration Test 1 (IT1)
Final
Integration
Testing
Financial Accounting
Resource controlling
Sales
Customer
Order
Production
Presales
Activity
SOP
Sales
order
MPS
Purchasing
Inventory
Sourcing
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
ASAP91111
3.110
Integration Test 2 (IT2)
Final
Integration
Testing
Integration
Integration 11
Issues
Issues Database
Database
Integration 2
Issues Database
RESULT
Resolution
Issue Input
Cross Functional
Integration Points
Delivery note passed
to MM for Warehouse
processing
Billing passed to FI for
payment processing
ISSUE
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
ASAP91112
3.111
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
ASAP91113
3.112
System Management: Activities
Define Service Level Commitment

Set Up Quality Assurance Environment
Set Up Productive Environment
Establish System
Administration
Functions
Define Productive
System Design
Define Productive
System Management
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
ASAP91114
3.113
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
ASAP91115
3.114
QC Activities & Tasks
Documentation
Quality Assurance Check List
Configuration
Complete project team

status meeting
Complete steering
Committee meeting
Review approval of
Baseline/ Org.structure
configuration
Confirm tested interfaces
Confirm authorization
design
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
ASAP91116
3.115
Implementation
Roadmap
Phase 1
Project Preparation
Phase 2
Business Blueprint
Phase 3
Realization
Legend:
Unit
Unit
Topic
Topic
SAP AG 1999
(C) SAP AG
ASAP91117
Phase 4
Final Preparation
Phase 5
Go Live & Support
3.116
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
ASAP91118
3.117
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
ASAP91119
3.118
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.
Share Focus items are noted by ************ brackets.
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3.119
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
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Cutover
QC
3.120
Project Management

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
Prepare & Conduct Final Preparation
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.
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3.121
Project Management
Training
System Management
SAP AG 1999
Activities:
Prepare for End User Training
Conduct End User Training.
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ASAP91123
Cutover
QC
3.122
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
Develop Templates,
Standards and Review
Process
Define and Implement
Evaluation and
Improvement Process
SAP AG 1999
Phase 4
Conduct
PrePre-GoGo-Live
End User
Training
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
Analyze end user training evaluation data
& implement improvements
Identify post go-live training
requirements
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.
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3.123
Project Management
Training
System Management
SAP AG 1999
Activities:
Establish Production System Administration
Conduct Systems Tests
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ASAP91125
Cutover
QC
3.124
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.
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3.125
Project Management
Training
System Management
SAP AG 1999
Activities:
Refine Cutover
Refine Production Support Plan
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ASAP91127
Cutover
QC
3.126
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.
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3.127
Project Management
Training
System Management
SAP AG 1999
Activities:
Perform Cutover to Production System
Final Approval for Going Live
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ASAP91129
Cutover
QC
3.128
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.
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3.129
Project Management
Training
System Management
SAP AG 1999
Activity:
Perform Quality Check and Obtain Approval.
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ASAP91131
Cutover
QC
3.130
Quality Check
Documentation
Quality Check Check List

Conduct Quality Check
Configuration
Check SystemTests
Check Basis Administration
Check Training Plan
Check Organizational Chng Mgt Plan
Verify Cutover
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.
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3.131
Implementation
Roadmap
Phase 1
Project Preparation
Phase 2
Business Blueprint
Phase 3
Realization
Legend:
Unit
Unit
Topic
Topic
SAP AG 1999
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ASAP91133
Phase 4
Final Preparation
Phase 5
Go Live & Support
3.132
Phase 5: Go Live & Support: Objective

Outline the Work Packages comprising Phase 5:
Go Live & Support
SAP AG 1999
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ASAP91134
3.133
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.
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3.134
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
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ASAP91136
3.135
Going Live
Go Live &
Support
Move from a pre-production

environment to live production
operation
Celebrate the Success!
SAP AG 1999
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ASAP91137
3.136
Phase 5: Go Live & Support - Work Packages
Production Support
Project End
Implementation Project End
SAP AG 1999
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ASAP91138
3.137
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
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ASAP91139
3.138
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.
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ASAP91140
3.139
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.
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ASAP91142
3.140
Service
Functions
Customer
/ CCC
Problem requests
Notes
Hot News
Online corrections
SAP software change registration
Training details
Project milestones for service
Maintenance of Customer Master Data
SAP /
Branch
SAPNet - R/3
Frontend
or
SAPNet - Web
Frontend
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.
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ASAP91143
3.141
Project End: Content and Goal
Resolve Open Issues and

Formally Signoff Project
Project
End
Project
Closing
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
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.
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3.142
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
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ASAP91145
3.143MSI International Information
Sample Project for an ASAP Implementation
MSI International
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ASAP91146
3.143.2Sample 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!
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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.
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ASAP91148
An organization chart showing geographic distribution of key divisions within the post merger
MSI International is presented overleaf.
3.143.3Organizational 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.
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ASAP91149
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.
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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.
3.143.4Project 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.
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ASAP91151
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.
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ASAP91152
MSI CURRENT HIGH LEVEL SYSTEM MAP

Motorbikes:
Order Status
Monitoring
System for
Motorbikes
Blanket
Purchase
Order
for Motorbikes
Accounts
Payable for
Motorbikes
Financial
System of
Motorbikes
Material
Inventory
Management
System for
Motorbikes
Includes a
Warehouse
System for
Motorbikes
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ASAP91153
Accessories:
Purchasing for
Accessories
Accounts
Payable for
Accessories
Financials for
Accessories
Inventory
Management
System for
Accessories
MSI - Project Harley: Geographic Scope
Berlin
Hamburg
Quebec
Seattle
New York
California
Indonesia
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ASAP91154
3.144Implementation 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?
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ASAP91155
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?
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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.
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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?
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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 & Internal
Procurement
Process Groups: ALL
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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?
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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
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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:
ASAP91161
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
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?
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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
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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.
ASAP91163
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
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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).
ASAP91164
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?
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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
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3.145Implementation 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
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
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Improve reporting Establish organizational reporting capabilities to meet current

business requirements and to lay groundwork for future functionality.
ASAP91167
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)
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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
ASAP91168
2)
Project monitoring and status reporting
Meeting schedules for core team and extended project team
Overall project communication methods and processes
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.
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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.
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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
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) click on the
words Purchasing Organization Click on the Information tab Click
on the words Where used - Enterprise Area in the Associated Items window
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in the upper right panel. You can now review the results in the lower right
panel.
2-6
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
expand the structure as follows: SAP Reference Structure 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
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Business Blueprint Phase Business Process Definition Work Package

Conduct Business Process Workshop Activity.
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2-9-3
Record findings in the Q&Adb SAP Reference Structure Business
Processes
2-9-4
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; Internal
Procurement
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
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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:
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-to-Order) 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.
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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.
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.
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Proceed as above to assign the other team members to the remaining process
groups in scope.
For example:
2-14
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
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
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ASAP91177
Select document from the list in the lower right panel.

2-16
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 initials][iteration =
1].xls Save (save file in Reports folder) OK
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 initials][iteration = 1].xls
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Save (save file in Reports folder) OK

2-17
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.
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.
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ASAP91179

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.
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ASAP91180
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
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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.
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ASAP91182
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
ASAP91183
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 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.
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ASAP91184
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 ProcessBusiness 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.
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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.
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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.
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ASAP91187
4
Continuous Improvement: Unit Objectives
On completion of this unit, you will be able to:

Distinguish the ASAP concepts of Implementation and
Outline the ASAP Continuous Improvement structure
and content
Explain the role of R/3 Services in the software cycle
SAP AG 1999
(C) SAP AG
ASAP911
4.2
ASAP Supports Continuous Improvement
ASAP
ASAP Continuous
Improvement
New Business
Requirements
Market Technology
Changes
New R/3
Functionality
ASAP
ASAP Implementation
Implementation
4
1
3
2
Project
Business
Preparation
Blueprint
Implementation Project End
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.
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ASAP912
4.3
Content Continuous Improvement
Post GoGo-Live Activities
System Tuning
Systems Operation
Workflow Project
Archiving
Follow Up Training
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
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
ASAP913
4.4
R/3 Services in the Software Life Cycle
Upgrade of the Live

System Environment
Online correction service
Release upgrades
Remote Upgrade Service
System Tuning
Support Services
Education Services
Establish Long-term
Planning
Database migration
Conversion services
OS/DB migration
Euro service
SAPNet - R/3 Frontend

SAP EarlyWatch Service
SAPNet - R/3
Frontend
or
Consulting
Services
Education Services
Support Services
Follow-up Training
Advanced Training Solution
Cross-application training
Training for beginners
Archiving
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.
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ASAP914
4.5
Continuous Improvement - Summary
Continuous Improvement refers to business changes,

technology changes and changes in the end user
community within the post go live production
environment
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
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
ASAP915
5
ASAP Related
Upgrade Roadmap
Global ASAP
R/3, Industry Business Units (IBUs), & New Dimension
SAP Best Practises
ASAP Roadmap
Solution Maps
ValueSAP Continuous Business Improvement (CBI)
SAP AG 1999
(C) SAP AG
ASAP911
5.2
ASAP Related: Unit Objectives
On completion of this unit, you will be able to:

Outline the role and content of the ASAP Roadmap for
Upgrade
Explain the purpose & function of Global ASAP
Explain the SAP solution concepts of the IBU & New
Dimensions
Outline the purpose & operation of SAP Best Practises
and the roadmap
Explain what solution maps are, and the link to ASAP
Define ValueSAP Continuous Business Improvement
(CBI) and its relationship to ASAP
SAP AG 1999
(C) SAP AG
ASAP912
5.3
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
ASAP913
5.4
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 nonproduction 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
ASAP914
5.5
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
Maintenance
Manual
SAP
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
ASAP915
5.6
Upgrade Roadmap
ASAP related
Global ASAP
R/3, IBUs & New Dimension
Solution Maps
ValueSAP CBI
SAP AG 1999
(C) SAP AG
ASAP916
5.7
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:
Global business processes and data issues - Business standardization, Legal requirements
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
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
Diversity within regional IT systems in use - More complex configuration management; variations in
regional IT infrastructures
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ASAP917
5.8
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
ASAP918
5.9
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
SAP AG 1999
Project
Preparation
Blueprint
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
ASAP919
5.10
Global ASAP - Overview of Phases
Global
Program
Setup
Global
Business
Blueprint
Global
Realization
Global
Maintenance
and Support
Prepare
Template
Define Global
Business
Process
Models
Define Global
Systems
Environment
Configure and
confirm
Template
Define Global
System
Management
Carry out final
Integration
Test
Execute
Rollout
Support local
sites /
subsidaries
Carry out PostRollout
Activities
Ensure
continuous
improvements
Activities
Define Global
Strategy
Set up Global
Template
Project
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
ASAP9110
5.11
Upgrade Roadmap
Global ASAP
ASAP related

Solution Maps
ValueSAP CBI
SAP AG 1999
(C) SAP AG
ASAP9111
5.12
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
From one product
SAP
Human
Resources
R/3
SAP
Logistics
SAP
Basis
to a business
solution family
SAP AG 1999
SAP
Financials
Encompasses:
Core R/3 modules & industry
specific components tailored to
needs of specific industry
Technologies for integrating
complementary software modules
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
ASAP9112
5.13
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 Automotive
Automotive
SAP Pharmaceuticals
SAP Healthcare
SAP Banking
SAP High Tech & Electronics
SAP Insurance
Banking
High Tech &
Electronics
Mill Products
Buildg. Materials, Clay &Glass
Forest Products & Paper
Furniture
Primary Metal & Steel
Oil & Gas
Chemicals /
Pharma
Public Sector
SAP Public Sector

SAP Consumer Products
Retail / CP
SAP Retail
Insurance
SAP Telecommunications
SAP Media
Provided
Provided by
by
IBU
IBU
Media
Metal,
Paper &
Wood Products
Utilities / Telecom
SAP Utilities
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
ASAP9113
5.14
Solution Family Embraces the Real Time Enterprise
Industry-Specific
Components
IS-U
IS-U
Industry
Solution
For
example:
Utilities
Logistics
BW
Business Information
Warehouse is decision
support at all levels in R/3
& across all functional
groups
Advanced Planner & Optimizer
is the Supply Chain Planning
solution
enables open, full-cycle, interenterprise procurement
SAP AG 1999
IS-Oil
IS-Oil
Human
Resources
...
...
Complementary
Software
Components
AccounAccounting
Core R/3
Components
Industry Specific
Services
Bus to
to CRM
APO Bus
Bus
Bus
Procure
Procure
New Dimension
Components
Implementations
supported by ASAP see Accelerated
Solutions
Customer Relationship
Management = business
scenarios to synchronously
manage customer relations &
contacts
SAP New Dimension Applications:

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.
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
ASAP9114
5.15
Upgrade Roadmap
Global ASAP
ASAP related
SAP Best Practises

Solution Maps
ValueSAP CBI
SAP AG 1999
(C) SAP AG
ASAP9115
5.16
Purpose & Components
SAP
SAP Best Practises
Practises - designed
to meet the out of the box
tailored
tailored requirement
requirement of
of small
small to
to
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:
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
ASAP9116
5.17
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
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
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:
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.
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.
Additional business questions can be added, if they need to be asked to understand a specific process.
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
ASAP9117
5.18
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:

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
ASAP9118
5.19
Accelerators in the Roadmap: Business Blueprint
Process model/process structure
Based on the Reference Model the typical business scenarios

and processes of the specific Industry are included
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
ASAP9119
5.20
Accelerators in the Roadmap: Realization
CATT procedures can be used for initial data loading from

spreadsheets
Real live Customizing delivered via transports or Business
Configuration Sets (BCS)
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
ASAP9120
5.21
Upgrade Roadmap
Global ASAP
ASAP related
Solution Maps
ValueSAP CBI
SAP AG 1999
(C) SAP AG
ASAP9121
5.22
SAP Solution Maps
SAP Solution Maps:
SAP Industry Solution Maps

Business processes
SAP Cross-industry solution maps

Business technology
Education requirements
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
ASAP9122
5.23
SAP Industry Solution Map
Logical grouping of business processes for a particular

industry
Provides the logical means for analysis of each business
process, prioritization of business processes, etc.
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
ASAP9123
5.24
Industry Solution Map - Level 1 of 2
Frame
Generic Business
Processes
Enterprise
Management
Customer
Relationship
Management
Strategic Enterprise
Management
Decision Support
& Data Warehouse
Product/Brand
Management
Sales
Support
Manufacturing
Distribution
Generic Business
Functions
Business
Support
Customer
Information
Customer
Service
Process Chain
Value Chain
Procurement
Financial
Accounting
List of Functions
Market
Research
Research &
Development
Industry
Specific
Core
Functions
Managerial
Accounting
Time
Value
Functions
organized as
processes where
possible
e.g Sales, R&D
Distribution
Production
If process not possible
list functions
List of Functions
SAP AG 1999
How to read a Solution Map

The solution map is framed by the standard generic components, Enterprise Management, CRM and
Business Support, common to all industry solution maps.
This frame contains many standard elements common to all industries. Each element comprises a list
of functions in no particular order.
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.
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
ASAP9124
5.25
Industry Solution Map - Level 2 of 2
Functions of the Customer Relationship Management Process
Sales
Channels
Sales
Management
Service
Agreements
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
Sales Activity
Management
Sales Analysis
(Key) Account
Management
Product & Service

Information
Problem / Resolution
Management
Quality Notifications
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
ASAP9125
5.26
Solution Maps and Accelerated Solutions
ASAP
Solution Maps
represent best in class
business practices create your own based
on SAPs
Tailored Business
Processes
offer preconfigured
processes reflected in
many of the industry
solution maps
SAP AG 1999
SAP's solution maps:

reflect a long term and strategic approach to deploying SAP products and services
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
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
an instrument to justify improvement projects and business performance tuning
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 preconfiguration to show the processes in the real system.
(C) SAP AG
ASAP9126
5.27
Upgrade Roadmap
Global ASAP
Solution Maps
ASAP related
SAP AG 1999
(C) SAP AG
ASAP9127
ValueSAP CBI
5.28
Value Chain Life Cycle
Value Chain Life Cycle

Evaluation
Define
the Solution
Solution Map
Implementation
Deliver
the Solution
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
ASAP9128
5.29
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:
Phase - major milestone within the methodology
Work Package - logical grouping of tasks that each phase is broken down into
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
ASAP9129
5.30
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.
Business strategy: Defined by the business leaders of the corporation in conjunction with a market
need or opportunity.
Organization: Must support not hinder the productive R/3 software.
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.
People: Employees, customers and contractors must learn how to use the R/3 solution effectively.
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
ASAP9130
5.31
ASAP Related: Unit Summary

Outline the role and content of the ASAP Roadmap for
Upgrade
Explain the purpose & function of Global ASAP
Explain the SAP solution concepts of the IBU & New
Dimensions
Outline the purpose & operation of SAP Best Practises and
the roadmap
Explain what solution maps are, and the link with ASAP
Define ValueSAP Continuous Business Improvement (CBI)
and its relationship to ASAP
SAP AG 1999
(C) SAP AG
ASAP9131
6
Appendices: Example of Project Duration
PHASE
Pct
Project Preparation
12%
2
3
Business Blueprint
15%
Realization
46%
Baseline
Final Configuration
12%
13%
Integration Test
Final Preparation
Go Live & Support
Total
21%
19%
8%
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
ASAP911
6.2Business 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?

(C) SAP AG
ASAP912
Edit questionnaires for completeness, accuracy, and clarity.
Add, change, or delete questions in questionnaires as appropriate.
Print and distribute questionnaires to appropriate participants.
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)
0.2Pre
WORKSHOP 1
1Prep
0.3Fin
(C) SAP AG
ASAP913
WORKSHOP 2
0Final
6.3CI 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
ASAP914
6.4ASAP 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
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Table of Contents
1.1.1
Purchasing Group
6-8
1.1.2
Purchasing Organization
6-8
6-8
1.2.1
Sales area data
6-8
1.2.2
Sales organization
6-8
1.2.3
Distribution channel
6-8
1.2.4
Sales office
6-8
1.2.5
Sales Group
6-8
1.3
Set countries
6-8
1.4
Currencies
6-8
1.5
General master records
6-8
1.5.1
Material Master
6-8
1.5.2
Material BOM
6-8
1.5.3
Customer Master Record
6-8
1.5.4
Vendor Master Record
6-8
Business processes
7-9
Procurement
7-9
Procurement of Materials and External Services
7-9
1.2
2
2.1
2.1.1
2.1.1.1 Purchase Requisition
7-9
2.1.1.2 Purchasing
7-9
2.1.1.3 Transportation
7-9
2.1.1.4 Goods Receipt
7-9
2.1.1.5 Service Entry Sheet
7-9
2.1.1.6 Warehouse
7-10
2.1.1.7 Quality Inspection Following Goods Receipt
7-10
2.1.1.8 Invoice Verification
7-10
2.1.2
Internal Procurement
7-11
2.1.2.1 Purchase Requisition
7-11
2.1.2.2 Purchasing
7-11
2.1.2.3 Goods Receipt
7-11
2.1.2.4 Warehouse
7-11
2.1.2.5 Quality Inspection Following Goods Receipt
7-11
2.1.2.6 Invoice Verification
7-12
2.2
2.2.1
7-12
Sales order processing (Standard)
7-12
2.2.1.1 Sales order
7-12
2.2.1.2 Shipping
7-12
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2.2.1.3 Billing
2.2.2
Sales Order Processing: Make/Assembly To Order
7-13
7-13
2.2.2.1 Sales order
7-13
2.2.2.2 Shipping
7-13
2.2.2.3 Billing
7-14
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Procurement
6.4.2Purchasing Group
6.4.3Purchasing Organization
6.5Sales and Distribution

6.5.2Sales area data
6.5.3Sales organization
6.5.4Distribution channel
6.5.5Sales office
6.5.6Sales Group
6.6Set countries
6.7Currencies
6.8General master records
6.8.2Material Master
CI template:
3.
Naming/Numbering Conventions
Use ISO standards for all naming and numbering conventions.
6.8.3Material BOM
6.8.4Customer Master Record
6.8.5Vendor Master Record
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7Business processes
7.2Procurement
7.2.2Procurement 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
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Difference Processing
Confirmation
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
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7.2.3Internal Procurement
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
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Evaluated Receipt Settlement (ERS)
Invoice Processing with Reference
Invoice Overview
Invoice Release
7.3Sales and Distribution

7.3.2Sales 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.
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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
7.3.3Sales 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
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[ ] 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.
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
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7.4
Testing Strategy
7.5Overview
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.
7.5.2Purpose 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.
7.5.3Procedure
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.
7.5.4Planning 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.
7.5.5Types 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
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7.6Unit Testing
7.6.2Definition
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).
7.6.3Phase 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.
7.6.4Test 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.
7.6.5Test 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.
7.6.6Roles
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.
7.6.7System
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.
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7.7Scenario Testing
7.7.2Definition
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.
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).
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).
7.7.6Roles
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
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and confirmation for each cycle during Final Configuration the business process owner should take on more
responsibilities (i.e. defining the test scenarios).
7.7.7System
For scenario testing and especially for running the confirmation scenarios it is recommended to use a special test
client in the development system.
7.8Development Testing
7.8.2Definition
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).
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).
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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).
7.8.6Roles
The developer along with the application consultant and/or the business process owner mainly does unit testing of
development.
7.8.7System
For unit testing of your development use a special testing client in the development system, which provides enough
sample data for testing.
7.9Integration Testing
7.9.2Definition
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.
7.9.3Integration 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.
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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.
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.
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
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Complete the Status column. (Test, Re-test and Approved)
TIP:
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).
7.9.7Roles
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.
7.9.8System
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.
7.10Technical System Testing

7.10.2Definition
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
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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.)

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.
7.10.4Test 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.
7.10.5Roles
Technical Team Lead (along with application team members).
7.10.6System
Testing can be prepared in the Quality Assurance system, but must run on the Production system.
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7.11User Acceptance Testing

7.11.2Definition
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.
7.11.3Phase and Work package

Final Preparation
7.11.4Test Organization and Documentation

Use some of your existing Integration Test Scenarios to perform and document the test.
7.11.5Roles
Power User, End Users.
7.11.6System
Quality Assurance system and Production system
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7.12Overview 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
Test Scenario
template
Business Process Quality assurance

Owner
system
Checklists
Technical
Consultant / T.
Team Lead
Productive system
Stress/Volume test
template
Technical Team
Lead / Business
Process Owner
QA system
Final Configuration
Scenario testing
Final Scope Configuration
Development
testing
Develop Conversion Programs /

Develop Interface Programs /
Develop Enhancements /
Development
system: QA
Business Process
environment
Owner
Create Reports / Create Forms

Integration testing
Baseline Confirmation
Final Scope Confirmation
Final Integration Test
Technical system
testing
System Management
Performance testing System Management
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Productive system
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ASAP91 SAP Implementation

R/3 System Release 46C 04/05/2001

ASAP91 SAP Implementation..................................................................................................................... 0-1

SAP Reference Structure: ASAP & External Tools..............................................................2-30

Phase 2: Business Blueprint: Objectives............................................................................3-32

IMG - Link........................................................................................................................... 3-72

Integration Test 2 (IT2)...................................................................................................... 3-111

R/3 Services in the Software Life Cycle................................................................................4-4

Copyright 2000 SAP AG. All rights reserved.

Basic knowledge of The R/3 System

SAP R/3 Overview

Project Managers, Project Team Leaders,

This course provides an understanding of the

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

Upon completion of this unit, you will able to:

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

& ASAP in R/3

content of the ASAP Roadmap

ASAP project implementation

each of an ASAP implementation projects phases

great depth and breath of functionality

configurability and flexibility (versus the need for coding)

Define scope and requirements quickly and stick to them

organizational change management

integration of all internal and external players

R/3 product family

A new Implementation Assistant debuts in 4.6a:

Clearly defined and stable project scope

Initial Project Planning

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

Business Blueprint (Q&Adb)

Document SAP implementation

Implementation Assistant, Q&Adb, R/3,

All Projects on Server XXXXX

One project is highlighted on the User Maintenance screen.

AcceleratedSAP Implementation Assistant (IA)

AcceleratedSAP Implementation Assistant

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

AcceleratedSAP Implementation Assistant

AcceleratedSAP Implementation Assistant

Find Structure Item....

Type in the word(s)

Links and Roles Area

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SAP Reference Structure

Training and Documentation

SAP Reference Structure

Aris for R/3 (IDS)

Implementation Guide for R/3 Customizing

ERP Modeler (CASE wise)

You are now able to:

2.36ASAP Overview Exercises

Open the ASAP Administration Tool.

Using the information which follows:

Customer Project Manager

Team SAP Project Manager

Owner (Customer), Sales & Distribution Scenario Processes, Team Leader

Owner (Customer), Procurement Scenario Processes, Team Leader