Académique Documents
Professionnel Documents
Culture Documents
Internal
Maintained by Services
Quality Office
4
Per Region Link to SAP Jam Site
Maintained by Services
Quality Office
E.g. EMEA
6
7
2014 SAP SE. All rights reserved.
Contacts
Internal
Goals
Provide an outline of risk and quality management practices for SAP Global Services, including
mandatory policies, associated guidelines, and supporting services to assist regional sales and delivery
teams in completing successful bids and project deliveries, according to the risk and quality model.
Objectives
Regional sales and delivery teams are to incorporate the proactive risk and quality management
practices in their bids and project delivery activities.
The Services Customer Office will continuously support the regional sales and delivery teams in
harmonizing risk and quality management policies and guidelines.
The Services Customer Office will continuously support the regional sales and delivery teams in
implementing the risk and quality management practices and by providing resources when
requested*.
Internal
Policies
Policies are a set of basic principles or rules to drive actions and decisions in achieving strategic objectives and high quality
outcomes for our customers and SAP.
Adherence to polices is mandatory for all SAP-led projects.
Standards
Standards are norms or rules to ensure harmonized processes, practices and approaches. SAP Services defines these rules as part
of the methodology and guidelines for selling and delivering projects and compliance is expected.
Adherence to standards is mandatory for most SAP-led projects.
Guidelines
Guidelines are recommended best practices that allow some degree of regional discretion or latitude in its interpretation,
implementation, or use.
Guidelines are strongly recommended for SAP-led projects.
Services
Services include a set of defined activities and deliverables to achieve predefined result. SAP offers a comprehensive set of
project and quality assurance services, traditionally positioned and sold to customers/partners to proactively identify and manage
project and solution risks.
Services are strongly recommended and can be made mandatory for SAP-led projects.
2014 SAP SE. All rights reserved.
Internal
LOW RISK
MEDIUM RISK
HIGH RISK
Q-Gates (Bid)*
Standard
Recommended
Recommended
Recommended
Standard
Mandatory
Mandatory
Mandatory
Service
Recommended
Recommended
Mandatory
PtD Entry*
Standard
Mandatory
Mandatory
Mandatory
PtD Reporting*
Standard
Mandatory
Mandatory
Mandatory
Standard
Mandatory
Mandatory
Mandatory
Management Reserve*
Standard
Mandatory
Mandatory
Mandatory
Standard
Optional
Recommended
Recommended
Policy
Mandatory
Mandatory
Mandatory
Standard
Mandatory
Mandatory
Mandatory
Guideline
Recommended
Recommended
Recommended
Policy
Mandatory
Mandatory
Mandatory
Standard
Mandatory
Mandatory
Mandatory
Internal
LOW RISK
MEDIUM RISK
HIGH RISK
Policy
Mandatory
Mandatory
Mandatory
Service
Recommended
Guideline
Recommended
Guideline
Recommended
Guideline/Policy?
Recommended
Guideline/Policy
Mandatory
Service
Recommended
Service
Optional
Guideline
Recommended
+
Relevant for MEDIUM Risk Bids and Projects:
GRC Risk Assessment for Trigger List Products
Premium Engagement Services (Max Attention, Active Embedded)
+
Relevant for HIGH Risk Bids and Projects:
Legal Services for High Risk and Complex Services Deals
* Depending on global and regional thresholds, see detailed slides for more information
2014 SAP SE. All rights reserved.
Internal
LOW RISK
MEDIUM RISK
HIGH RISK
Guideline/Policy
Mandatory
Service
Recommended
Service
Optional
Guideline
Recommended
+
Relevant for MEDIUM Risk Bids and Projects:
+
Relevant for HIGH Risk Bids and Projects:
Legal Services for High Risk and Complex Services Deals
* Depending on global and regional thresholds, see detailed slides for more information
2014 SAP SE. All rights reserved.
Internal
Quality Assurance
Services
PtD Entry
PtD Reporting
Relevant for
Risk Screening
Assessment
Excecutive
Sponsorship (Local)
Service
Guideline
Bids
Management Reserve
Standard
The Bid Q-Gate is a gate or a checkpoint at the end of the opportunity (bid) development phase. It checks if all the components for a bid are
checked for and if the deliverables for the bid council or risk delegation of authority is completed before being submitted for approval. The Bid QGate is designed to reduce both the number as well as the costs of challenging projects by improving SAPs risk mitigation and quality
Description / Key Elements management capabilities.
All significant bids are subject to local (regional or global) management bid review before the documents are placed before a prospect or
customer. The quality gate result is a key deliverable for the Bid Council/Risk Delegation of Authority (DoA) review.
Project Manager
Assignment
Policy
Type
Thresholds /Triggers
Assure quality at key milestone, to avoid financial loss and customer dissatisfaction of SAP led projects
Check availability and completeness key deliverables and assess readiness of opportunity
Avoiding reactive escalations in the future
Ensure implementation of standardized and harmonized processes across the entire portfolio and in all regions and market units
Promote data quality, consistency and accuracy, and measurement
Support knowledge management
Support and Promote SAPs growth strategy
All relevant Bids and/or All A2O and Design Based + Industrialized deals above 250k (~ USD 350,000). (APJ, LA)
Any other engagements at managements decision. (APJ, LA)
Additional / Global
Information
ASAP 8:
Quality Gate
APJ:
MEE:
EMEA:
LA :
NA:
Jeff Roberts
Fabrizio Rebella
Ricardo Correa
David Hawk
Internal
10
Quality Assurance
Services
PtD Entry
PtD Reporting
Policy
Type
Relevant for
Service
Guideline
Projects in Delivery
Risk Screening
Assessment
Thresholds /Triggers
Quality Manager (Role)
Assignment
Excecutive
Sponsorship (Local)
Standard
A Quality Gate (Q-Gate) is a gate created at critical junctures of a project to verify that all needed project deliverables have been completed and
the project is ready to start wit the next phase. Q-Gates are designed to reduce both the number as well as the costs of challenging projects by
Description / Key Elements improving SAPs risk mitigation and quality management capabilities.
SAP led projects will schedule and perform a minimum of four Q-Gates throughout the lifecycle of a project - at the end of the project preparation
phase, the business blueprint phase, the realization phase and the final preparation phase.
Project Manager
Assignment
Management Reserve
Assure quality at key milestones, to avoid financial loss and customer dissatisfaction of SAP led projects
Check availability and completeness key deliverables and assess readiness to start with next project phase
Provide a Four Eyes principle on project quality
Foster usage of recommended best practices
Opportunity for PM to actively request for support
Minimize project risk exposure
Reduce cycle time: Get things done right the first time
Enable project managers to continuously communicate and build quality into their project
All SAP Prime projects with a value greater than or equal to 250,000 (~ USD 350,000)
Any other engagements at managements decision
Additional / Global
Information
APJ:
MEE:
EMEA:
LA :
NA:
SAP GD:
Q Gate Concept
EMEA Q Gate Concept
Measured Projects & Trigger List Engagements
Quality Gates and Quality Management
Brian Hanover
Raik Bumann, Goeran Bergmann
MU DM, MU PMO, DPO (on request)
MU Quality Manager, LA PMO
Internal
11
Type
Standard
Service
Guideline
Quality Assurance
Services
PtD Entry
Relevant for
Description / Key
Elements
SAP Services provides a portfolio of Quality Assurance (QA) Services that will benefit our customers, our partners, and SAP. For our customers,
QA Services help ensure customer implementation projects are executed with the highest level of quality, yet with minimal risk.
To provide a comprehensive set of QA Services designed to deliver tangible customer benefits and results, including:
Reducing costs by applying end-to-end standards that improve the quality of all SAP solutions deployed;
Minimizing risks associated with solution implementations before the business is impacted;
Ensuring that projects are aligned with the overall business scope and strategy, enabling successful business and IT strategy execution;
Optimizing and improving system performance and stability in the operational phase;
Addressing program/project pain points in the areas of governance, solution design, security, testing, and education;
Ensuring organizational readiness for successfully supporting and implementing their SAP solutions.
PtD Reporting
Project Manager
Assignment
Management Reserve
Risk Screening
Assessment
Quality Manager (Role)
Assignment
Excecutive
Sponsorship (Local)
Additional / Global
Information
Global Contacts:
APJ:
MEE:
EMEA:
LA:
NA:
Applicable for all measured projects plus all RDS, HANA and Mobility engagements
Applicable for all measured projects
Bruce Higgins
Brett Farrell
Bob Thomas
Fabio Tsukuda
Kim Morrissey
Jerry Veal
Brian Hanover
Ina Foerster
Wolfgang Koyro
Gerardo Winocur
Norma Johnson
Internal
12
PtD Entry
Policy
Type
Standard
Service
Guideline
Relevant for
Projects in Delivery
Promise-to-Delivery ( PtD) is a Project Management Information System that enables SAP Consultants to Plan, Build, and Run SAP Consulting
Description / Key Elements Projects more efficiently. PtD covers all Project Management related processes (from scoping to closing), and facilitates centralized project
monitoring and controlling.
PtD Entry
PtD Reporting
Project Manager
Assignment
Increase transparency of SAP Global Services led project portfolio across all levels of the organization.
Provide project and delivery managers with access to project progress
Serving as a platform for quality assurance and risk management procedures (Q-Gates), PtD enables timely intervention for struggling projects
Knowledge database of all major consulting projects, that allows search for similar projects and documentation to facilitate similar projects
Capture minimum required QAS data elements
Capture key recommendations from QAS delivery for analysis and reporting
Management Reserve
Risk Screening
Assessment
Thresholds /Triggers
Additional / Global
Information
APJ:
MEE:
EMEA:
LA:
NA:
Internal
13
PtD Reporting
Policy
Type
Standard
Service
Guideline
Relevant for
Projects in Delivery
Once the projects are entered into PtD the regions and the market units, including the global teams such as the Services Customer Office, can
Description / Key Elements use the various reports (BI and Online) within PtD for tracking and monitoring progress, risks, issues, financials, etc.
PtD Entry
PtD Reporting
Project Manager
Assignment
Management Reserve
Risk Screening
Assessment
Thresholds /Triggers
Additional / Global
Information
APJ:
MEE:
EMEA:
LA:
NA:
Internal
14
Type
Standard
Service
Guideline
Relevant for
Description / Key
Elements
Project Managers are responsible for the overall management of a project throughout its lifecycle. They are responsible for defining, planning,
tracking and managing the project, for identifying key resources and providing the direction they require in order to meet project objectives. They
also ensure adherence to project management methodology practices, provide team coaching, evaluate the performance of team members and
reinforce the enterprise knowledge management through the collection and communication of lessons learned. In the ideal case, the (designated)
project manager will already be involved during the bid phase, shaping the deal and making its contribution how the future project will be
delivered.
PtD Reporting
Project Manager
Assignment
Management Reserve
Risk Screening
Assessment
Consistent management of projects and of customer expectations by qualified, skilled and certified SAP Project Managers
Reason for Establishing Secure project success by delivering according to SAPs Project Management Methodology (PMM) and ASAP Methodology for
Implementation Projects
Service/ Guideline
During A2O process, the project management service portfolio effort is estimated
Thresholds /Triggers
Assignment of an SAP Project Manager applies for projects that meet the following criteria
SAP revenue >/= 250.000 EUR (or the equivalent in MU currency)
SAP has the contractual obligation to provide project manager and project team
SAP is responsible for the budget and the realization of contract & scope
Additional / Global
Information
APJ:
MEE:
EMEA:
LA:
NA::
SAP GD:
Internal
15
Type
Standard
Service
Guideline
Relevant for
PtD Entry
PtD Reporting
Project Manager
Assignment
Management Reserve
Description / Key
Elements
Reason for
Establishing
Service/ Guideline
Thresholds
/Triggers
Management Reserve represents the amount of the project baseline withheld for unforeseen work in order to complete the project. In order to
reflect costs for uncertain events related to the delivery of Fixed Price Projects, minimum standards based on the estimated costs have to be
included in the estimate for FPP as a management reserve for high-risk projects, 15% for high risk projects and a minimum of 10% for low to
medium risk fixed price projects.
Come up with a cost estimation that takes cost for events that are known unknowns into account
Build in a buffer in the calculation for Fixed Price Projects to secure SAPs project profitability during the entire project lifecycle
All fixed price projects (FPP), risk-relevant or not, have a risk management reserve of at least 10% of the calculated costs included in the cost
estimation. With DOA authorization a percentage may be raised or lowered.
Additional / Global
Information
Regional Variant
and Content
APJ:
MEE:
EMEA :
LA:
NA:
Internal
16
Policy
Type
Standard
Service
Guideline
Relevant for
Description / Key
Elements
Top Watch Reporting is the end result of the reporting framework designed to provide a consistent periodic review of all projects within the
regional portfolios. The framework and meeting cadence assists in identifying troubled or risky projects early, thus ensuring No Surprises.
The Top Watch report itself is a highly confidential compilation of top risk or potentially top risk projects by region. It is updated on a monthly
basis.
Reason for
Establishing Service/
Guideline
Early visibility, through monitoring, will reduce the impact and probability of project issues. Monitoring our riskiest and potentially riskiest projects
allows us to react appropriately with SLT support and ensure that there are No Surprises going forward.
Thresholds /Triggers
Top Watch project selection is based on regional management discretion. Projects are reviewed at a market level and regional level before being
assigned to the Top Watch report.
PtD Entry
PtD Reporting
Project Manager
Assignment
Management Reserve
Risk Screening
Assessment
Quality Manager (Role)
Assignment
Excecutive
Sponsorship (Local)
Additional / Global
Information
APJ:
MEE:
EMEA:
LA:
NA:
Internal
17
Type
Policy
Standard
Service
Guideline
Relevant for
Bids
Description / Key
Elements
Opportunity risk prescreening using the PSSO must be executed for all new opportunities exceeding the value threshold determined by the
Region (the global threshold is all deals >250k euro). Risk screening will be performed early in the opportunity management cycle, and just prior
to internal review and approval step of the bid
Reason for
Establishing Service/
Guideline
Opportunity risk prescreening provides clarity to SAPs risk exposure, ensures visibility to the risk profile of the deals we agree to, and enhances
the quality and integrity of new business. Opportunity risk prescreening is performed using the Pre-Screening for Services Opportunities (PSSO)
tool. The PSSO contains questions that when answered accurately help bid teams determine the level of risk (the risk profile) of a proposal we
will forward to a customer.
PtD Entry
PtD Reporting
Project Manager
Assignment
Management Reserve
Risk Screening
Assessment
Quality Manager (Role)
Assignment
Excecutive
Sponsorship (Local)
Thresholds /Triggers
A PSSO is required for Fixed Price Projects > 250k 500k euro: or T&M > 250k 2M euro (includes Cloud, SFSF, Ariba)
Additional / Global
Information
APJ:
MEE: PSSO Concept for MEE
EMEA:
LA:
NA:
Internal
18
Type
Standard
Service
Guideline
Relevant for
Description / Key
Elements
PtD Reporting
The Quality Manager is responsible for managing all quality management activities during the lifecycle of a project, from initiation to go-live/
support and in compliance with the requirements of SAP Project Management standards. The Quality Manager executes the QM Plan which
covers 4 components: Quality Planning, Quality Control, Quality Assurance and Quality Improvement.
Project Manager
Assignment
Management Reserve
Risk Screening
Assessment
Thresholds /Triggers
Additional / Global
Information
APJ:
MEE:
EMEA:
LA:
NA:
SAP GD:
2014 SAP SE. All rights reserved.
Internal
19
Policy
Type
Service
Guideline
Relevant for
Description / Key
Elements
Primary responsibility of an SAP Management Sponsor is to maintain executive-client contact. The Sponsor ensures that the correct information
from SAP is reaching the executives in the customers organization. In addition the sponsor is an advisor for the SAP Project Manager.
Definition and assignment of SAP Management Sponsor has to happen upon definition of the Governance Model of a specific project. Candidates
from Market Units who are eligible for the role of the SAP Management Sponsor are Managing Director, Field Service Director or CFO.
PtD Reporting
Project Manager
Assignment
Reason for
Establishing Service/
Guideline
Risk Screening
Assessment
Management Reserve
Thresholds /Triggers
Additional / Global
Information
APJ:
MEE:
EMEA:
LA:
NA:
Internal
20
Type
Policy
Standard
Service
Guideline
Relevant for
Globally harmonized Standard Service Agreements include standard Statement of Work templates (for time and materials and for fixed price
deals), as well as, an on-line Professional Services Agreement. The Statement of Work templates have an Exhibit 1 Project Definition and an
Exhibit 2 Change Order Procedure.
Project Manager
Assignment
Reason for
Establishing Service/
Guideline
SAP provides services to customers around the world and for some customers across sovereign borders SAP therefore requires globally
applicable standard legal terms and complete transparency in the contracting process.
Management Reserve
Thresholds /Triggers
PtD Entry
Description / Key
Elements
PtD Reporting
Risk Screening
Assessment
Quality Manager (Role)
Assignment
Additional / Global
Information
Excecutive
Sponsorship (Local)
Standard Services
Agreements
Project Health Status
(PMI Indicators
Reporting)
Internal
21
Policy
Type
Standard
Service
Guideline
Relevant for
Projects in Delivery
Description / Key
Elements
Overall status in PtD is set based on project health indicators (PMI indicators)
Global standards and calculation rules were implemented to avoid inconsistencies in reporting across the portfolio (local/regional/global)
Automatic project overall health (status) calculation are based on key PMI indicators in PtD - SAP Margin, Cost Mgmt, Risk Mgmt, Time Mgmt,
Scope Mgmt, and Quality Mgmt.
PtD Entry
PtD Reporting
Project Manager
Assignment
Management Reserve
Risk Screening
Assessment
Quality Manager (Role)
Assignment
Excecutive
Sponsorship (Local)
Objectives of Overall Status and PMI indicators - visibility and therefore priority to high risk engagements
Reason for
Establishing Service/
Guideline
Provide regions and market units regular visibility into the project portfolio
Show problem areas (PMI Areas) in the portfolio where the project health could be improved with more oversight and other processes (E.g.
Change Management)
Thresholds /Triggers
APJ:
MEE:
EMEA Core:
LA:
NA:
Yogesh Kavita
Additional / Global
Information
Internal
22
Policy
Standard
Service
Guideline
Relevant for
Bids
Description / Key
Elements
The objective of the Global Trigger List process is to identify the products that present implementation challenges to our clients and provide the
proper amount of risk rigor for these solutions. This identifies products which have consistently problems in implementation or pose potential risks
and are classified based on the risk assessment into A & B list. Additional GRC reviews are recommended for A and B list products.
Level A: Products have been consistently challenging to implement based on multiple projects and escalations. These products will have the
highest level of GRC scrutiny.
Level B: Products have been challenging to implement and require additional knowledge and scrutiny.
Type
Excecutive
Sponsorship (Regional)
Quantitative criteria for Trigger List are based on "red" escalation data reported from AGS helping in giving attention where it is needed
Qualitative criteria include :
Review of the top risky projects as reported by GRC,
Relying on the input from colleagues involved with ramp-up of a product, and
Other internal reports and discussions held within the other organizations represented on the committee
These criteria above helps SAP Identify and classify Products & Solutions which require special attention and risk mitigation strategies to be
out in place via the Trigger List.
Reason for
Establishing Service/
Guideline
Thresholds /Triggers
Additional / Global
Information
APJ:
MEE:
EMEA:
LA:
NA:
APJ:
MEE:
EMEA Core:
LA:
NA:
24
+
GRC Risk Assessment
for Trigger List
Products
Max Attention, Active
Embedded Positioning
Assignment of Delivery
Executives for all
Strategic Accounts
Excecutive
Sponsorship (Regional)
Legal Services for
Medium Risk and
Complex Services
Deals
Type
Relevant for
Description / Key
Elements
Policy
Standard
Service
Guideline
SAP ActiveEmbedded proactively integrates an SAP support team into a customers different operation units with different roles to deliver all
software and software related services. SAP MaxAttention provides advanced engineering services that can be tailored to individual customer
needs. It can support all stages of the SAP solution life cycle, from implementation to ongoing operations, and upgrades.
Thresholds /Triggers
SAP MaxAttention and SAP ActiveEmbedded should be positioned for projects containing solutions in the AGS Product Trigger List
Additional / Global
Information
APJ:
MEE:
EMEA:
LA:
NA:
APJ:
MEE:
EMEA:
LA:
NA:
Internal
25
Assignment of Delivery Executive for all Strategic Accounts (Global and Regional)
+
GRC Risk Assessment
for Trigger List
Products
Standard
Service
Guideline
Relevant for
Description / Key
Elements
(Senior) Delivery Executives are senior leaders and focus on transformational program management and at many times more than one program
at a major client, which requires the combination of deep subject matter and/or industry expertise in project and program management. A (Senior)
Delivery Executive typically manages:
Very large and complex international programs
Recovery of troubled programs and high impact escalations with the aim of zero escalation
Management of large strategic bids for SAP or our partner alliance
Co-management of delivery and sales
Act as trusted advisor to C level at strategic accounts.
Reason for
Establishing Service/
Guideline
As a crucial part of SAP's total solution delivery strategy, SAP Field Services focuses on the overall success of customers' SAP solutions. For
Delivery Executives typical areas of responsibility are:
Assists in formulating Technology Strategy in line with Business Strategy
Assists in identifying customer opportunities and developing associated business cases
Significantly increases project success probability
Analyze deteriorating programs and recommending actions for recovery
Optimize TCI (Total Cost of Implementation)
Optimize TCO (Total Cost of Ownership)
Ensures alignment of project objectives to business goals
Provides experienced perspective viewpoint
Thresholds /Triggers
Policy
Type
Excecutive
Sponsorship (Regional)
Legal Services for
Medium Risk and
Complex Services
Deals
Additional / Global
Information
APJ:
MEE:
EMEA:
LA:
NA:
APJ:
MEE:
EMEA:
LA:
NA:
Brian Hanover
Gerardo Winocur
Kevin Furlong
Internal
26
+
GRC Risk Assessment
for Trigger List
Products
Type
Relevant for
Description / Key
Elements
Excecutive
Sponsorship (Regional)
Legal Services for
Medium Risk and
Complex Services
Deals
Policy
Standard
Service
Guideline
Primary responsibility of an SAP Management Sponsor is to maintain executive-client contact. The Sponsor ensures that the correct information
from SAP is reaching the executives in the customers organization. In addition the sponsor is an advisor for the SAP Project Manager.
Definition and assignment of SAP Management Sponsor has to happen upon definition of the Governance Model of a specific project.
Depending on the customer relationship and importance for the SAP Brand, a regional SAP Management Sponsor should be nominated. This
can be for example the Regional Services SVP.
Reason for
Establishing Service/
Guideline
Thresholds /Triggers
Service / Guideline Info
Additional / Global
Information
APJ:
MEE:
EMEA:
LA:
NA:
APJ:
MEE:
EMEA:
LA:
NA:
Internal
27
Type
Standard
Service
Guideline
Description / Key
Elements
Contract content and legal feasibility reviews focus on framework agreements, contracts and proposals. Objective is to determine, check and
assess legal risks for SAP arising out of these contracts and to ensure compliance with statutory and SAP specific rules and guidelines.
The reviews are performed during the bid phase as part of the Offer2Contract Management process before sending out a legally binding contract.
In addition contractual trainings for the SAP delivery team (during the project preparation phase) about the important clauses of a signed contract
are offered.
Excecutive
Sponsorship (Regional)
Legal Services for
Medium Risk and
Complex Services
Deals
Policy
Relevant for
Reason for
Establishing
Service/ Guideline
Thresholds /Triggers
Programs and projects with services revenue of 5m+ annually, but regional variations may apply.
Additional / Global
Information
APJ:
MEE:
EMEA:
LA:
NA:
Commercialpedia (CMC)
EMEA Core Services DOA V 3.0
NA Services Contracts
Internal
28
Type
Standard
Policy
Service
Guideline
Relevant for
Description / Key
Elements
Contract content and legal feasibility reviews focus on framework agreements, contracts and proposals. Objective is to determine, check and
assess legal risks for SAP arising out of these contracts and to ensure compliance with statutory and SAP specific rules and guidelines.
The reviews are performed during the bid phase as part of the Offer2Contract Management process before sending out a legally binding contract.
In addition contractual trainings for the SAP delivery team (during the project preparation phase) about the important clauses of a signed contract
are offered.
Project Launch
Services
Project Recovery and
Customer Cate
Excecutive
Sponsorship (Global)
Reason for
Establishing
Service/ Guideline
Thresholds /Triggers
Programs and projects with services revenue of 5m+ annually but regional variations may apply.
Additional / Global
Information
APJ:
MEE:
EMEA:
LA:
NA:
Commercialpedia (CMC)
EMEA Core Services DOA V 3.0
NA Services Contracts
Internal
30
+
Legal Services for High
Risk and Complex
Services Deals
Project Launch
Services
Project Recovery and
Customer Cate
Excecutive Sponsorship
(Global)
Policy
Type
Standard
Service
Guideline
Relevant for
Projects in Delivery
Description / Key
Elements
The Project Launch Services improve our delivery capability and reduce execution risk by increasing the use of SAP Project Management Best
Practices , ASAP and re-using our knowledge of executing projects across the global SAP Consulting portfolio. The Project Launch Service uses
these tools upfront in the project preparation phase to help the project manager give the project a great start.
Reason for
Establishing
Service/ Guideline
Thresholds /Triggers
Additional / Global
Information
APJ:
MEE:
Regional Variant and EMEA:
LA:
Content
NA:
Larni Malcolm
Fabian Kamm, Andreas Mermi
Pedro Aznar
Kevin Furlong
Internal
31
+
Legal Services for High
Risk and Complex
Services Deals
Policy
Type
Standard
Service
Guideline
Relevant for
Description / Key
Elements
The Project Recovery Service aims to get troubled Projects back on track by taking corrective steps / measures and by engaging experts in the
field of project management and solutions. The service aims to identify the key reasons for the failure of a project and take appropriate measures
to correct them.
Reason for
Establishing Service/
Guideline
Thresholds /Triggers
Additional / Global
Information
Mario Scicluna
APJ:
MEE:
EMEA :
LA:
NA:
Mona Gad
Internal
32
+
Legal Services for High
Risk and Complex
Services Deals
Relevant for
Policy
Type
Description / Key
Elements
Standard
Service
Guideline
Primary responsibility of an SAP Management Sponsor is to maintain executive-client contact. The Sponsor ensures that the correct information
from SAP is reaching the executives in the customers organization. In addition, the sponsor is an advisor for the SAP Project Manager.
Definition and assignment of SAP Management Sponsor has to happen upon definition of the Governance Model of a specific project.
Depending on the customer relationship and importance for the SAP Brand, a global or regional SAP Management Sponsor should be assigned.
The board sponsor is the highest level of collaboration with the customer and designed to establish a strategic partnership with the customer
Excecutive Sponsorship
(Global)
Reason for
Establishing Service/
Guideline
Thresholds /Triggers
Additional / Global
Information
APJ:
DACH:
EMEA Core:
LA:
NA:
Rainer Herkenrath
Customer Office:
Internal
33
Thank you
Contact information:
Yogesh Kavita, Brett Farrell
Global Services Customer Office