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2021

SAP Activate Elements

and Phases
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Contents
Evolution of SAP:....................................................................................................................................2
Benefits of SAP Activate.......................................................................................................................11
Key Characteristics of SAP Activate......................................................................................................11
SAP Quality principles..........................................................................................................................13
Elements of SAP Activate.....................................................................................................................17
Anatomy of SAP Activate Methodology Implementation Roadmap.....................................................22
Phases..................................................................................................................................................30
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Evolution of SAP:

SAP has broken the limitations of its past via its innovation based digital core product-SAP
S/4HANA. On 3rd February 2015, SAP announced its new business suite fully built on SAP HANA
called SAP S/4HANA meaning SAP Business Suite 4 SAP HANA. This is the new product and
biggest innovation of SAP since R/3 System.

Early70’s 1973 1979 1992 1999,2004 2009 2015-present

my Business S/4
SAP Founded R/1 R/2 R/3
SAP Suite 7 HANA
ERP

 SAP was founded by a few ex-IBM employees in the early 1970s. Their first system was
called RF (real-time financials) and was later re-named as R/1.
A Software mainly consists of three layers — Presentation Layer, Application Layer and
Database Layer

Provides graphical screens to users

Presentation • User enter data on screens
Shows processed data to user
layer

Process data using application logic

Application• Communicate with both layers
Read/Write from database
layer

Management, storage and retrieval of data

Database
layer

SAP R/1 system:

SAP R/1 is the first ever product of the Software Giant — SAP stands for Systems, Applications
and Products in Data Processing. As the name suggests, SAP R/1 is the system with one tier
architecture. ‘R’ stands for real time data processing.
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In one-tier architecture (SAP R/1), all these three layers were installed in one server. The first
module developed was Financial Accounting System. It was introduced in the year 1973.
SAP R/2 system:
SAP R/2 is the SAP’s mainframe product and the first ever compact software package for the
end-to-end business applications. It was introduced in the year 1979. SAP R/2 runs on
mainframes such as IBM, Siemens, Amdahl etc., The last version of R/2 System is 6.1.
R/2 System is two-tier architecture-based product. Presentation layer is on one server while the
application and database layers are present in another server. The mainframe solution is not
open. But with the help of ALE (Application Link Enabled) Technology, R/2 can be linked to
system and share online data.
SAP R/3 System:
SAP R/3 is SAP’s integrated software solution for client/server and distributed open systems
and introduced in 1992. SAP R/3 has many modules such as HR, Finance, MM covering all
enterprise. The SAP R/3 System working process is described as follows:
 All requests that come in from presentation server are directed first to the dispatcher.
 The dispatcher writes them first to the dispatcher queue.
 The dispatcher pulls the requests from the queue on a first-in, first-out basis.
 Each request is then allocated to the first available work process. A work process
handles one process at a time.

my SAP:
Using the mySAP.com platform: employees, customers, suppliers, and other business partners
can work together across company borders — anytime, anywhere. The emergence of web
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technologies and the need for ERP to be able to connect on a B2B or B2C basis via the internet,
mySAP.com was used as a brand
SAP ERP – ERP Central Component (ECC):
In 2004, SAP launched a new version of R/3 software with a revised architecture called SAP ECC
(SAP ERP Central Component). It is SAP’s ERP (Enterprise Resource Planning) solution. It is one
of the most robust and successful ERP software.

SAP ECC comprises of 10 functional components such as Financial Accounting (FI), Controlling
(CO), Sales and Distribution (SD), Materials Management (MM), Production Planning (PP),
Quality Management (QM), Plan Maintenance (PM), Customer Service (CS), Project Systems
(PS) and Human Capital Management (HCM).

The modules within the ECC systems are tightly integrated with each other which makes the
data flow between multiple line of businesses easy and efficient. It also provides an integrated
view of the whole organization.

SAP offers mainstream support for SAP ECC until 31st December 2025. Customers have an
option to buy extended maintenance for two more years (until 2027) with an additional cost.
The successor of SAP ECC is SAP S/4HANA.
SAP Business Suite:
During the 2000s the number of processes covered by the R/3 or ERP was continuously
increased, in addition to that, several additional applications were launched to provide more
advanced capabilities in certain areas. SAP started to package a number of these together in the
late 90s under the name, “business suite”. The main components of business suite are:
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SCM (supply chain management)

PLM (product lifecycle Procurement networks, production
management) networks, distribution networks, planning,
organization and execution of supply
Product ideation to production. processes.
ERP (enterprise resource
planning)
Basically, the evolution of R/3 –
the core of business suite including
financials, human capital
management, operations,
corporate services etc.

SRM (supplier relationship

CRM (customer relationship management)
management)
Sales, marketing, and service.
Procurement for materials, goods and
services. Requirement’s determination
to ordering to payment.

SAP S/4 HANA:

SAP S/4HANA is short for SAP Business Suite 4 SAP HANA. It is the latest ERP offering from SAP
and is based on the SAP HANA in-memory database to help organizations execute transactions
and analyze business data in real-time. It is the fourth version of the SAP Business Suite and is
designed to run only on SAP HANA.
Three main building blocks of S/4HANA:
 The HANA platform (or HANA database) – a new database that solves the problems
faced by ERP.
 S/4HANA (i.e., the HANA business suite) – an updated version of business suite
7 taking advantage of the benefits of the HANA platform.
 Fiori – a new approach to UI with more focus on flexible app style development and
mobile.
HANA Platform:
HANA stands for High Performance Analytical Application. The increases in processing power
and storage and reduction in hardware costs gave SAP the opportunity to re-think the
architecture of ERP. This brings us to HANA.

There are three key features that allow the HANA platform to solve the problems ERP and BI
were facing, these are:

 In-memory computing: SAP HANA runs on multi-core CPUs with fast communication
between processor cores and containing terabytes of main memory. With SAP HANA, all
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data is available in main memory, which avoids the performance penalty of disk I/O (i.e.,
read/write to auxiliary memory).
 Parallel processing: parallel processing, is a common concept where modern computers
can use multiple processors simultaneously on an operation.
 Columnar database management & data compression: In addition to in-memory, HANA
applies database management methods that are much more efficient at compressing
data. And the more compressed data can be the faster the system can run.

Consider the table below. Traditionally an OLTP type database will hold data in a row
store. If you compare the row store with an alternative method; the column store, you will
quickly realize that for the column store a lot of values may be duplicated side by side.
Intuitively we can see a columnar store may be much easier to compress.

‘in-memory’ design with ‘columnar’ store, the HANA platform provides a database that can
operate hugely faster than the database options used in R/3 or business suite 7 or any
traditional OLTP system.
SAP business suite 4 HANA:

The business suite present in S/4HANA is essentially an updated version of business suite 7.

We could say that the conversion from say R/3 to S/4HANA is a technical upgrade from a
database perspective. But from an application perspective, there are further changes and
enhancements many of which are enabled by the database conversion.

A big part of S/4HANA implementation is understanding which simplifications and

enhancements are available and which you would like to implement. Not all simplifications are
mandatory. And each simplification or enhancement has its own unique impact on the process,
data etc.
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SAP provides a simplification list for each HANA release. The Simplification List describes the
potential adaptation work that is required to convert your SAP ERP system to SAP S/4HANA at a
functional level.

Fiori:

SAP Fiori is a new user experience (UX) for SAP software and applications and SAP has
developed Fiori Apps based on User interface UI5. It provides a set of applications that are used
in regular business functions like work approvals, financial apps, calculation apps and various
self-service apps.

SAP Fiori was really built as a single, consistent point of entry for users, that will then drive you
to specific details and capabilities no matter if they're in an on-premises solution, or they're in a
cloud solution, or even something built by a third party.

It's a role-based, personalized, and a real-time, contextual aggregation point for all apps, and all
analytics, across all solutions, and functional areas and technology.

So, SAP Fiori is the true realization of overall user experience strategy, and as really built to bring these
five design principles to life.

SAP Fiori design principles:

Role-based: SAP has decomposed various SAP transactions and changed them into user
interactive applications that show only most relevant information to the users.

Adaptive: it can easily adapt to different use cases, different devices, it's got to work
consistently, and in the same way, no matter where you're interacting with an SAP
solution, whether from a device, whether from a screen, or an audible based interface, it needs
to adapt to the way that you work.

Simple: it is probably one of the most difficult to achieve, because it is so easy to continue to
want to add features, and capabilities, and functions to screens. And the art of simplicity
around including only what is necessarily must be continuously monitored to make sure that
that complexity doesn't creep in.

Coherent: It is intuitive, reduce user adoption challenges, and increase adoption by enabling
individual users to self-train on individual solutions.
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Delightful: SAP Fiori was designed to work with ECC 6.0 to make it easy for the users and to
deploy on the existing SAP system.

Types of Fiori Apps:

SAP Fiori apps are divided into three categories. They are distinguished based on their
function and infrastructure requirement.

 Transactional Apps
 Fact sheets
 Analytical Apps
Transactional Apps
 SAP Fiori Transactional Apps are used for any process that involves a transaction – for
instance an employee raises a leave request through My Leave Requests app and the
manager can approve or reject the leave request through the Approve Leave
Requests app.

 Any transactional activity that involves creating, changing, or approving would come
under this category and it can be deployed with any database.
 Transactional Apps run best on SAP HANA database but can be deployed with any
database with acceptable performance.

 These apps allow a user to run simple SAP transactions on the mobile devices as well as
desktop or laptops.
Example − Leave Request, Travel Request, Purchase Order.

Fact sheets
 SAP Fiori Factsheet Apps enables users to access contextual information about specific
key information (central objects) used in business operations.
 A factsheet app can be accessed from another related factsheet app, or from related
transactional and analytical apps.

 A Debit Memo Request is a factsheet app that displays net value, billing status, related
invoices and related sales orders.
 Factsheets only run on an SAP HANA Database.

Example − There is a fact sheet app with the center objects having details about vendor contract.
You can drill down to further details like vendor details, contract terms, item details, etc.
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Analytical Apps
SAP Fiori Analytical Apps convert a large volume of data into business actionable insights.
These apps run with the analytical power of SAP HANA integrated along with the interface
components of SAP Business Suite.

They can evaluate strategic KPIs in real time allowing users to react to changes in market
conditions.

SAP Fiori Analytical apps run on SAP HANA database and use Virtual data models.
ECC VS S4HANA

ECC S4HANA
SAP ECC can run-on third-party databases such as S4HANA can run only on HANA database
Oracle, IBM, DB2 etc.

GUI – configurations happen in GUI GUI, Fiori/Web browser

Few configurations happen in GUI and most of it
done in Fiori

Low performance, reads data slowly from Due it’s in-memory capability, column based, it
database has high performance

Can be accessed only in Desktop Fiori apps can be accessed on multiple devices
such as Desktops, mobile, tablet.

Benefits of S4HANA:

 It has modern UI with fiori and ready to run business solution for different industries
built into it
 It has option of on-premises or cloud or hybrid (mix of on-premises and cloud)
deployment solutions
 It natively integrates with other sap products such as Ariba, SuccessFactors, Fieldglass,
Concur
 Can connect on multiple devices such as Mobile, Desktop, tablet
 Can also get into social network data and use it for analysis
 HANA enables in-memory computing. This enables the data to be read directly from the
memory. This means that data always resides in the main memory RAM even through
write operations happen in the hard disk. Therefore, SAP S/4HANA reads data much
faster than traditional ERPs since the HANA database reads data much faster than
traditional databases.
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 SAP S/4HANA can access column-based tables faster since only affected columns are
read in a query
 SAP S/4HANA enables better compression since there only few distinct values compared
to rows.
 SAP S/4HANA enables parallel processing since different columns can be processed
parallelly.
 With SAP S/4HANA powered by SAP HANA, Online Transactional Processing (OLTP) and
Online Analytical Processing (OLAP) can happen in the same system. This enables real-
time reporting and predictive analysis.
 SAP S/4HANA will not have aggregates, index, or history tables. This is because
aggregates are created dynamically based online item tables instantaneously.
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SAP Activate
SAP has launched guideline framework called SAP Activate to move/migrate legacy system to
S4 Hana or deploy a new S4 Hana system.

Benefits of SAP Activate:

 It reduces the time and cost attached to S4 Hana migration on deployment project
 It reduces the risk while mobbing forward as it follows agile approach where in solution
gets deployed on iteration (incremental delivery) which makes customer more
comfortable with new system because they get see the iterations of same product and
get used to it
 It gives the flexibility to deploy the solution in on premise or cloud edition or Hybrid (on
premise and Cloud) where in earlier we have only on-premises option in ASAP.
Cloud: Cloud is hosted externally on SAP’s servers and maintained by SAP. You can
choose vendors such as Hana Enterprise Cloud (HEC) provided by SAP or AZURE or AWS or
Google cloud services and use it to upgrade your system to S4 Hana system. It has a quarterly
innovation cycle.
On-premises: It is hosted on your organizations own servers and managed in-house. If
you want the software in your premise and have full control of it. It has an annual innovation
cycle with several smaller updates each year.
Hybrid: Mix of Cloud and On-premises

Key Characteristics of SAP Activate

Based on Ready-to-
Use Content Cloud Ready
Use business process Leverage the flexibility and
Best Practices and Speed of the cloud
Accelerators

Scalable, Modular and

Delta Based
Agile Structure Project to
Validate Solution based
deliver the solution
on Sandbox and capture
incrementally using scrum
delta

SAP Engagement Ready Quality Built-In

Empower project team Use Quality Gates to drive
with vendor knowledge acceptance
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Start with best practices: Use Ready-to-Run business processes

Fast Time to Value: Get a jump start for implementations with SAP Best Practices. Deploy
innovations fast, simply and with flexibility
Predictable results: Use SAP’s tested and proven methodology with prescriptive
guidelines, Leverage preconfigured business content
Simple On-boarding to cloud: Protect your on-premises investments with extensions to
the cloud, Move up on the path to the cloud from pre-assembled trials to productive use
Cloud-ready: Leverage the flexibility and speed of cloud. You can get preconfigured solution
manager from SAP when you are working with cloud solution and can get fully activated
appliances like STE/MTE in the cloud. You can have Model Company downloaded into your
system and wants to check how your industries model look like. You can get free trails from
SAP, you just must host on one of the clouds like AWS, AZURE etc. and directly can use it.
Multiple deployment options such as On-premises, Cloud and Hybrid are available.
Validate solution instead of blueprinting (Delta-Based) Validate best practices with fit/gap
workshop and capture data. You set the reference system/baseline value for the sandbox
system, make it available. Then you validate the system whether it’s working fine or not, and
you collect the delta requirement that is what the business wants and what is there in your
sandbox so you work with business to identify the gaps in your system which are expected out
of the final system which you will be building. Out of this exercise, you will be able to create a
backlog list where you will mention all the gaps which you have in the system and which needs
to be fulfilled. From that, you will enhance the solution document, overall design and how it
should be with all the inputs you got from the collection of delta requirement and creating a
backlog list. Once it is updated you will get it verified within your team and then with business
as well. So, you need a signoff from the business that is a solution document which we are
going to implement in s4hana, which is a new system. Once sol doc is verified and accepted by
business then you go head and start sprints which project is planning for future release.
Premium engagement ready: Build and run fully supported via SAP control centers.
Premium engagement ready is a service provided by SAP to its customer and partner where
they will come to your place and they will work with your team to help you innovate and
streamline the whole process of building and run
SAP create innovation control center (ICC) along with project team, set some ground rules and
basic idea is to run the build phase as a factory, as an assembly line so it is more optimized,
innovative and effective, then operational control center (OCC) with project team will run the
operation part as a factory which will help you managing the whole SAP landscape in support
more effectively.
Innovation control center (ICC): is the show room for prototypes and new business
models/processes
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Operational control center (OCC): is the show room for business process operations as well as
system operations
Mission Control center (MCC) is overall controlling body of ICC and OCC and will have access to
your system with your business as well and it support both control center
Modular, scalable, and agile: Structured project to deliver solution directly.
Deployment options: SAP Activate provides you with multiple deployment options and
tools which are required for various deployment options
Functional Coverage: We can create minimum viable project (MVP) of product, release
it, take the feedback from users and enhance it as you go further and keep on adding new
features in iterative mode with business. Uses scrum-based approach to build solutions
Flexible Team Size: SAP activate accommodates small team and big team depends on
projects
Availability of Expertise: SAP experts are available to help you when you need and by
getting premium engagement you can take help.
Support: it has framework as support, you can have an SAP SLA management reporting
and tools
We can use solution manager to manage multiple projects

Quality built-in: Identify the risks early with a total quality approach.
The project quality gate process is a formal way of specifying and recording the transition
between critical stages in the project lifecycle
Each project quality gate verifies that acceptance is meet for the deliverables required and
actions to be completed for the associated critical stage
The project quality gate plan is defined in the Project Management Plan

SAP Quality principles

When implementing IT solutions to drive business transformation, an organization must
understand what it takes to complete the project successfully, whether the project is large or
small, whether implemented on premise or in the cloud.
Achieving extraordinary business transformation through the implementation of an IT solution
isn’t a matter of luck. It requires careful planning and a commitment to 10 principles of quality.
By applying these 10 principles, you establish predictability and transparency in your project,
whether you are intending to implement on premise or cloud solutions.
Link to go through 10 SAP Quality Principles: 10 SAP Quality Principles
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1. Anchor business value in the project

2. Start Scoping early
3. Cooperate with stakeholders and use a proper governance model
4. Ensure timely delivery and effective tracking
5. Staff the project with sufficient, competent and motivated people
6. Apply appropriate methodology and plan for quality
7. Identify and manage risks and issues throughout the project
8. Exploit standard functionality and delivery best practices
9. Achieve production readiness
10. Use organizational change management to transform business

Watch presentations:
https://www.sap.com/india/about/company/quality/awards/principles.html

1. Anchor business value in the project

Throughout a project, numerous design and implementation decisions are made. To make
appropriate and effective decisions, all involved parties must fully understand the project’s
strategic importance, its business objectives, and its key success criteria. These aspects should
be tracked not only throughout the project but after going live with the software as well to
make sure the solution meets the business requirements.
This tracking also helps determine whether changes proposed to the project scope – whether
big or small – are justified by the business value they may add. The business case for the
investment should be clearly understood by implementation partners. Partners should be
selected based on their proven ability to deliver on every aspect of the project from both a
technical and business perspective.

2. Start scoping early

Technical requirements must be determined early on in order to implement a feasible,
affordable, maintainable environment that delivers adequately. To do this effectively, the
application landscape and system architecture must be aligned with the business strategy.
Preexisting assumptions should be reassessed periodically once the project has been started in
order to monitor their impact on the project. Relevant requirements regarding master data,
data flow, integration, security, interfaces, and legacy environments must be analyzed early to
allow for sufficient time to plan the related efforts. Involve business users early on when
collecting process and functional requirements. This helps ensure buy-in to the final solution
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3. Cooperate with Stakeholders and Use a Proper Governance Model

Project team members and stakeholders must thoroughly understand the project’s scope and
focus on achieving its business objectives and operational drivers. To do this, A project charter
must be shared at the beginning of the project to align stakeholders and facilitate the
onboarding of the initial team as well as resources added later.
Roles and responsibilities must be defined in the initial engagement phase, so everyone
involved understands the team structure, lines of communication, and who has the authority to
make which decisions. Formal reporting, regular meetings of the steering committee, rapid
escalation mechanisms, and a project team empowered to make the necessary decisions in a
timely manner are instrumental in achieving project success. A strong executive project sponsor
should assume responsibility for the success of the project from start to finish and clearly
emphasize the success criteria and reasons for and benefits of the chosen solution. Audits at
key milestones can ascertain the degree of compliance from both a business and regulatory
perspective. Communication must be clear and transparent throughout the implementation,
internally and with subcontractors, partners, and other stakeholders

4. Ensure Timely Delivery and Effective Tracking

Agree on scope and ascertain that the resources available and timeline are sufficient to
complete the deliverables at the agreed-on level of quality All parties must sign off on the
timeline, deliverables, and acceptance criteria and be aware of the pace required in order to
avoid impacting the overall timeline. Any subsequent adjustments made to project scope or
timeline must be considered first considering business impact and second as to whether they
are realistic, relevant, and acceptable. Activities and tools must be in place to monitor time,
budget, and deliverables. Key performance indicators for the project should be tracked closely
and be visible to all stakeholders

5. Staff Project with Sufficient, Competent, Motivated People

Carefully recruit your project staff and select a partner who will provide you with the right mix
of skills and experience. Train team members early so they understand the technical and
functional context in which they are working, what design possibilities are open to them in that
context, and the impact of their decisions. Throughout the implementation, the skills and
competencies of the implementation team members should be reviewed regularly to verify that
they continue to meet project requirements. Their commitment and time allocation should be
assessed regularly and addressed when inadequate. Also, team engagement and motivation
should be assessed and revitalized on a regular basis, with special attention given to members
working remotely. Team members should be made aware of how their role in the current
project can contribute to the advancement of their careers.
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6. Apply Appropriate Methodology and Plan for Quality

Methodologies and guidelines must be agreed on. A proven implementation methodology
contributes significantly to project success, but it must be suitable for the specific project and
its solution scope. A methodology backed by industry recognized project management training
and certification increases the degree of professionalism and efficiency with which the
implementation is managed. Everyone must work according to the same quality standards and
understand the review methods and criteria to be used to measure the quality of project
deliverables. If a project is critical or larger in scope, a dedicated quality manager role may be
created. A quality plan can serve as a neutral framework for helping ensure that quality is built
into a project from the very start as well as for evaluating the deliverables against the agreed-
on standards. In later stages of the project, during rollouts, and in future implementation
projects, it can be used to leverage lessons learned.

7. Identify and Manage Risks and Issues throughout the Project

Careful identification, analysis, and management of risks and issues are key to success.
Regardless of project size, a formal risk management process should be followed and include
organizations affected by the implementation as well as implementation partners. Revisit risks
on a regular basis throughout the project lifecycle and consider third-party input at important
junctions. Support the process with an effective governance policy and prepare all parties to
acknowledge risks honestly. Enlist their commitment in recommending pragmatic, rigorous
mitigation actions and their readiness to implement those recommendations.

8. Exploit Standard Functionality and Delivery Best Practices

Software configuration is often very powerful, versatile, and far reaching. Through configuration
alone, or using solution templates, seemingly unique business requirements can be fulfilled,
making major software modifications unnecessary. The result is the faster delivery of a more
sustainable solution, at lower risk and at lower total cost of ownership in the long term. To put
this into practice, all parties must be aware of what the standard software offers and its
strength to facilitate process alignment. They must also be committed to leveraging standard
software and must raise a flag when it is not used when it could be. An objective third party
should carry out quality assurance at key project milestones to make sure best practices are
being followed and to help avoid developing unnecessary custom code or workarounds or
getting caught in “scope creep.”

9. Achieve Production Readiness

An appropriate application lifecycle management approach must be planned early, so it is ready
when the new solution goes live. Technical staff and support teams must be properly trained to
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maintain and support the software environment. Seasoned resources with experience in
operations should be included in the teams. Support and service-level agreements must be in
place and clearly understood by the support team and administrators, so expectations
correspond to the agreed-on commitment. Backup and recovery strategies must be well
understood and tested. Clear procedures for software patches and upgrades must be in place.
Performance measures should be used, and user feedback gathered to help optimize the
support function

10. Use Organizational Change Management to Transform Business

Key to the whole-hearted adoption of a business solution – which can determine its success in
transforming business – is organizational change management. For that reason, the impact that
the new solution will have on employees, suppliers, customers, and management must be
discussed. The person responsible for organizational change management should be a long-
standing member of the project management team to help ensure change management is
started at the beginning of the project. Carefully select the training and communication
strategies that prepare users to embrace new ways of working. Prioritize change management
areas that have high impact on business results in order to achieve success with the business
transformation and its new processes

Don’t Stop
Once you’ve gone live, don’t stop. Verify that the business value you set out to achieve has in
fact been realized, and make improvements where needed. Continue to use what you’ve built
and learned. Realize more value from your investment through new business transformation
initiatives.

Elements of SAP Activate:

The SAP Activate innovation as a service is a unique combination of SAP's Best Practices pre-
configuration, guided and clear methodology, and tools for adoption and extensibility that helps
companies and partners implement SAP S/4HANA solutions. Designed for IT and business
professionals involved in the implementation, configuration, integration, or extension of SAP
S/4HANA solutions, SAP Activate covers new implementations, system conversions, and
selective data transition projects.
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Transition Scenarios An enabler of business-driven innovation SAP Products

Elements
New
Implementation
Cloud

Methodology

System
Conversion A
Tools Content

On
Selective data
Premise
transition

Transition Scenarios:
SAP Activate supports different transition scenarios for customers adopting SAP S/4HANA and provides
dedicated solution specific Methodology, Content and Tools.

New implementation: Reengineering and process simplification based on latest innovations o

Implementing innovative business processes with preconfigured content on a new platform.
Company does not have SAP in their landscape or have some legacy system and they want to
start fresh implementation and know S4HANA capabilities and wants to try the product.
 Performing initial data load
 Retiring old landscape
 Transfer data from third-party systems to SAP S/4HANA

System conversion: Bringing your business processes to the new platform

 A complete technical in-place conversion of an existing ERP software system in SAP
Business Suite to SAP S/4HANA
 Adoption of new innovations at your speed
System conversion is basically when company is already having sap in their landscape and
company wants to migrate old system to new S4HANA system
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Selective data transition: Enabling the right balance between process redesign and reuse with
possibility of (selective) history migration
 You don’t want to fully redesign your ECC processes and to fully reuse your ECC
processes but rather re-use some parts and redesign some other parts e.g., re-use
Logistics, redesign Finance

Type Approach Available for

System Conversion
REUSE by in-place SAP ERP SAP S4HANA
(Tool: Software Update Manager/SUM) System On-Premises
conversion

SAP S4HANA
On-Premises
New Implementation
(Tool: SAP S4HANA SAP ERP/Third
Migration Cockpit) Party System(s)
SAP S4HANA
Cloud
REENGINEERING
With Data Migration

Selective Data
Transition (Customer-tailored service/Consulting SAP S4HANA
SAP ERP/Third On-Premises
offering) Party System(s)

When company has lot of ERP’s running in their landscape or different legacy systems and wants
to migrate some of them to S4HANA to leverage all the functionalities of latest SAP software
Classification: Internal
20

Methodologies, Tools and Content:

Methodology
Prescriptive, step-by-step
deployment guidance for
project teams

Tools Content
Powerful integrated Ready-to-run processes
tools for configuration, with process
deployment and run documentation

Methodology:
SAP Activate methodology is a modular and agile framework for implementation or migration
to SAP S/4HANA. It provides project teams with detailed, prescriptive steps charting path
through entire transition project. It contains the principles, practices, work streams, content,
deliverables, accelerators and responsibilities that work together as a complete process for
delivering a project. Content (SAP Best Practices) and Tools (Guided Configuration) are both
managed under the methodology.
Features:

 Simple and Agile driven

 Full support of initial deployments and continuous innovation especially when moving to
cloud get a lot of innovation in terms of quarterly update which gets pushed through.
 Various deployment options such as or cloud, on premise and hybrid
 Broad coverage of sap solutions and enables co-innovation with customer
 Successor of SAP (on premise) and SAP Launch (cloud)

The SAP Activate Implementation Methodology gives customers the freedom to get up and
running quickly to innovate continuously. Whether you are implementing a new instance of SAP
S/4HANA or are ready to upgrade your existing SAP S/4HANA system to the latest release, SAP
Activate comes with a dedicated implementation roadmap to support your journey.
Classification: Internal
21

It provides implementation guidance to project teams implementing SAP solutions. It includes a

recommended list of deliverables, tasks, and a set of accelerators to use in each phase of the
project during your transition to SAP S/4HANA and upgrading to the latest releases.

An SAP Activate Methodology Implementation Roadmap aims to assist by providing

implementation project teams with are recommended list of deliverables (the “what”) in each
phase, a process description in the form of tasks (the “how”), and accelerators (such as
templates, examples, guides and web links) in a user-friendly format - helping implementations
to run simple

We can find general and various solution specific roadmaps under Roadmap Viewer.

Click on “Explore All Roadmaps” to get the list of all available roadmaps
Classification: Internal
22

Benefits of SAP Activate Roadmap Viewer

• SAP Fiori application to help you to guide your SAP S/4HANA implementation project
• Contains time-phased instructions to help execute tasks throughout the
implementation journey
• Offers you many accelerators to help you run your project as efficient as possible
• Content continuously updated to provide current and accurate instruction
• Guides you through the whole SAP S/4HANA Lifecycle

Anatomy of SAP Activate Methodology Implementation Roadmap

1. Phases: - Phases are stages of the project. At the end of each phase, a quality gate exists
to verify the completion of the deliverables. So, everything which is getting delivered
through that phase is quality checked as per the standards.
2. Deliverables: A deliverable is an outcome that is delivered during the project. Several
deliverables are included within a work stream.
3. Tasks: Each deliverable have multiple tasks associated with; task is actual work which
you must do.
4. Accelerators: An accelerator is a document, template, or a web -link that helps a
consultant, a customer, or the PM perform the task and complete the work faster or
with less effort.
5. Work streams: A work stream is a collection of related deliverables that show time
relationships within a project and among other streams. Streams can span phases and
are not necessarily dependent on phase starts and end.
6. More filter groups: Different road maps provide additional groups to filter the content
(e.g., Services in the transition to SAP S/4HANA road map)
Classification: Internal
23

SAP Activate Roadmap Viewer Access:

https://go.support.sap.com/roadmapviewer/

Get Started with the SAP Activate Roadmap Viewer

SAP Activate Methodology Community:

Visit the community and Follow to get the latest content on SAP Activate Methodology!
https://community.sap.com/topics/activate

Benefits:

 Learn from our experts on various topics, gaining key insights, and stay up to date on
the latest releases
Classification: Internal
24

 Consume blogs from our experts on various SAP Activate topics

 Webinars & events outlining the key topics which help organizations during project
phases
 Interactive collaboration with users regarding content, questions, and updates
 FREE access to the latest content to help organizations with projects

Workstreams:

Workstreams represent groupings of related deliverables from specific areas, such as project
management, solution design, or adoption. Each deliverable and task in the methodology is
assigned to a workstream.
Project Management

Design and Configuration

Analytics

Customer Team Enablement

Solution Adoption

Extensibility

Testing

Integration

Ops and Support

Data Management

Technical Architect and Infra

Classification: Internal
25

Project Management workstream

This workstream covers planning, scheduling, project governance, controlling, project

standards, and monitoring activities for the execution of the project. Project leadership, such as
project managers, team leads, or program managers, comprise the audience for this
workstream

Solution Adoption workstream

This workstream covers OCM activities such as stakeholder management, change management
planning and execution, and value management (VM) in context of the SAP implementation
where the stream focuses on realization of expected value from the implementation of the
new system. This workstream closely interacts with the solution design and configuration
workstream. This workstream also includes deliverables and tasks related to planning,
preparation, and delivery of end-user training. Organization changes managers, business
readiness leads, and trainers comprise the audience for this workstream

Customer Team Enablement workstream

This workstream is related to solution adoption and covers the enablement activities for the
customer project team, which also includes enablement activities for key users. The critical
enablement activities must occur before most of the work starts in the explore phase,
especially the fit-to-standard workshops where customer key users should already be enabled
on the application functionality using the sandbox environment. Additionally, the key users and
administrators as applicable in specific deployments must be trained to prepare execution of
their duties during the project. For example, they are enabled on the ALM tool that is used for
capturing requirements, creating solution documentation, and testing. Enablement leads and
trainers who are driving the enablement and training activities in the project comprise the
audience for this workstream.

Application Design and Configuration workstream

This is one of the anchoring workstreams that deals with all aspects of application design and
configuration activities. The main activities during the project are setting and confirming
solution scope; planning, conducting, and documenting the fit-to-standard or fit-gap analysis
workshops; identifying and capturing the delta business process requirements; and creating
the solution functional design and technical design documents. This workstream is
interconnected with other workstreams for extensibility (including development of reports,
conversion routines, enhancements, forms, and workflows) and integration. Functional
Classification: Internal
26

consultants, key users, and business process experts comprise the target audience for this
workstream.

Data Management workstream

This workstream provides guidance required for the discovery, planning, and execution of
moving data from the legacy environment to the new system. It also covers the topics of data
archiving and data volume management, data migration activities for cutover planning and
execution, and managing the data volumes during the run phase. Data migration experts,
system administrators, and system architects comprise the target audience for this
workstream.

Testing workstream

This workstream is related to all the application and technical testing activities that the project
team will conduct during the project. The work starts early in the project when the team
defines the test strategy that drives the test planning activities. The testing is conducted
repeatedly during the entire project to drive continuous integration of the solution: for
example, the project team conducts unit and string testing in delivery of sprints, and
integration testing and UAT are done for each release. To complement the functional testing,
SAP Activate guides technical teams to plan and conduct performance, load, and system testing
at specific times during the project to mitigate risk to the go-live activities. Test managers,
testing team leads, testing experts, and technical and functional consultants comprise the
target audience for this workstream.

Technical Architecture and Infrastructure workstream

This workstream covers topics related to architecting and setting up the solution from a
technical standpoint. This workstream deals with consultants both defining the system
architecture, provisioning the environment whether it's in the public cloud or on-premises,
designing the system landscape, designing and setting up the technical system (primarily for
on-premises and managed cloud projects), and handling technical operations standards and
processes. System architects, administrators, and technical users comprise the target audience
for this
\Workstream.

Extensibility workstream

This workstream covers the requirements definition, design, development, and deployment of
system functionality that can't be provided by the standard product and needs to be custom
developed. Note that extensibility goes beyond the traditional topics of custom development
Classification: Internal
of
Classification: Internal
27

Workflows, Reports, Interfaces, Data Conversions, Enhancements, and Forms (WRICEF) objects.
Application and technology developers comprise the target audience for this workstream.

Integration workstream

This workstream covers the activities needed to complete to plan, design, and set up (or
develop) integrations between SAP S/4HANA and other applications. The topics included in this
workstream are integration requirements identification, integration approach, integration
solution design, and integration environment and middleware setup between the solution and
external systems. Integration implementation experts and technical users comprise the target
audience for this workstream.

Analytics workstream

This workstream has been added to SAP Activate recently to highlight the key activities the
project team needs to complete to establish a strong analytical solution for the business. The
topics covered in this workstream include design, creation, and testing of the reporting and
analytics inside the implemented solution; data modeling; data connections and integration for
analytics; creation of stories through analytics, and predictive analysis. Analytics report
developers and analytics experts comprise the target audience for this \Workstream.

Operations and Support workstream

This workstream is established to guide the project team in defining proper standards and
policies for running the solution productively. These standards and policies need to be put in
place during the implementation project. The company also needs to create an organization
that will be responsible for running the environment. There is a difference in deliverables for
on- premises and public cloud guidance that is given by the scope of services that SAP or other
application management service providers cover. Generally, in on-premises projects, the work
in this \Workstream is much more involved than in public cloud implementations; however, it's
important to set up such operational organization, even for cloud solutions, to take care of
activities such as adding new users, adding new scope, or expanding the geographical footprint
of the solution after the initial go-live. Sample deliverables in this workstream are the definition
and setup of the help desk process and organization; the definition, handling, and management
of incidents; the post go-live change management process; and user-related operations
standards and processes. Support agents, power users, and IT organization staff comprise the
target audience for this workstream.
Classification: Internal
28

Content:

SAP delivers ready-to-run business processes for SAP S/4HANA business transactions and
analytics as well as best practices for migration and integration into other solutions, such as
SAP Success Factors or SAP Ariba solutions.

The best practices help customers minimize risk, accelerate time to value, and reduce the total
cost of implementing SAP S/4HANA as well as continue innovation even after go-live.

Two variants of Best Practices:

SAP Best Practices and SAP Model Companies are used to accelerate customer’s SAP cloud and
on-premises implementation projects.

 SAP Best Practice Explorer

 SAP Model Company

SAP Best Practice Explorer:

SAP Best Practice is a standardized content library to support your implementation projects
with ready to run business processes. They based on the comprehensive and flexible model
that the SAP Best Practices team has cultivated from implementations in more than 50
countries with well over 10,000 customers. They cover 42 countries in on premise and cloud.
There are over 250 scope items representing business processes or functions.

Each scope item can be activated in a sandbox or development system and has a process
diagram and detailed test script. Software deployment with SAP Best Practices packages will
standardize your implementation project and help go live will be on-time and on-budget.

S/4HANA Cloud Best Practices are updated every quarter and S/4HANA on premise Best
Practices are updated once a year.

You can access the SAP Best Practice with the following link: https://rapid.sap.com/bp/

You can watch SAP Best Practices Explorer Tutorials to get the better understanding of it

SAP Best Practices Explorer Tutorials

Classification: Internal
29

Note: With a valid SAP S-User you will see the full content, your area and your favorites.

SAP Best Practice – The content library includes

 Predefined processes (scope items)
 Test scripts
 Process flows
 Accelerators
 Factsheets
 Configuration guides
 General information

SAP Model Company

The second variant of the best practices for use with your SAP S/4HANA implementation is SAP
Model Company. Just like SAP Best Practices, SAP Model Company helps customers in adoption
of SAP S/4HANA, and it is assemble-to-order or a prepackaged, end-to-end reference solution
deployed in Cloud or On-premises or Hybrid scenario’s tailored to a specific industry and line
of business.

Difference between SAP Best Practices Explorer and SAP Model Company:
The difference between the two is that SAP Model Company provides specific business
processes per industry or line of business (LoB), whereas standard SAP Best Practices are cross-
industry. The SAP Best Practices are available to all companies and partners at no additional
fee, but SAP Model Company is provided as an SAP Digital Business Service offering for a fee.
Classification: Internal
30

Tools:
SAP Activate offers various kind of tools for below purposes:
• Configuration
• Documenting the solution, including business process models
• System changes management and transport management
• Data loads and data migration
• Testing
• Delivery of training and enablement
• Managing the project work
• Extending the solution
• Integration

Phases:

Discover Prepare Explore Realize Deploy Run

-Discover the -Initiate and plan -Set up sandbox and-Use agile -Production -Run the new
solution the project configureiterations to environment is set up and cutover
system, activities
apply SAP are co
-Understand the benefits system test system andoperations
-Project kick-off meeting-Conduct fit-to-incrementally build standard workshopand fit/gap analysis-Data
standards toisopti
loa
-Prepare
-Develop strategies and project
roadmap forcharterto identify deltaadoption activities operation
the journey -Enable required requirements andoccur and gaps
trainings -Finalize the design for delta
requirements

Discover:
 Discover phase helps customers to get familiar with SAP S/4HANA before starting a
project to implement SAP S/4HANA
 During this phase, to support the value identification and the impact evaluation, it could
be beneficial to have access to a trial system.
 Customers can apply for a free trial solution if applicable and try it out for themselves to
check the features and functionalities of the solution which helps to understand the
business value and benefit of SAP S/4HANA for the organization and to determine SAP
S/4HANA implementation strategy
Classification: Internal
31

 This phase enables the business users to prepare the business case for implementing
SAP S/4HANA as well as preparing the deployment roadmap of the digital
transformation journey.

Business case captures below information:

1. Discover and document the value of SAP S/4HANA for the company.
2. Identify the impact of an SAP S/4HANA implementation on existing business processes.
3. Analyze the relevance for Fiori apps based on the usage of the existing system (for
System Conversion scenario only)
4. Validate the conversion readiness of your existing SAP ERP system (for System
Conversion scenario only)
5. Perform a business scenario and solution mapping
6. Define the implementation strategy by considering the target architecture
7. Create a strategic road map based on the target architecture and implementation
strategy

Prepare:
 Once the business case is approved, project is initiated in prepare phase.
 During this phase, customers and partners gets involved to agree on key activities which
are crucial to the success of the project are completed with mutual consent.
 In general, each company or implementation partner has a methodology to plan and
execute projects. SAP’s implementation methodology is called “SAP Activate”.
 Conduct relevant trainings to project team members to get familiar with S/4HANA and
solution manager by providing access learning platforms such as SAP Support Portal, SAP
Learning Hub and should make sure all the project team members should have access to
SAP Support Portal, SAP Best practices explorer, SAP Activate Community and training
on Agile Implementation Approach, principles and techniques.
 Project kick-off meeting:
The project kick-off meeting includes discussion of project objectives, organizational
structure, roles and responsibilities, project governance, schedule, scope,
communication standards, change request process, and decision-making process. The
kick-off meeting is attended by the project team, key stakeholders, and project sponsor
and company executives. Some resources may attend the kick-off meeting remotely
 As part of Kick-off meeting, Project charter is prepared which is formally documents the
business needs and benefits of the project to confirm alignment with customer key
stakeholders. It authorizes the project and is based on Business Case. This document
outlines the purpose, high level approach and key characteristics that define the project.
Classification: Internal
32

The key benefit of creating the Project Charter is a well-defined project start and
boundaries, and a direct way for senior management to accept and commit to the
project.

Project Charter documents the following information:

Name of the project and Project Logo
Project vision and mission
Project Scope
Project Goal
Project Objectives
Business Case Summary
Current Situation
Proposed Resolution
Solution Description
Project Implementation Strategy
Client Deployment Strategy
SAP Configuration standards
SAP testing standards
Project Deliverables/Acceptance Criteria
Project Stakeholders identification, requirements, expectation
On-board project team and business team
Training Methodologies
Critical Success Factors
Organizational structure of project team
Roles and Responsibilities
Total Estimated Project Costs
Key Dates
Risk Assessment
Sign-off

 During this phase, an initial level of requirement is already collected when the business
process owners fill in the Business-Driven Configuration Assessment questionnaire. This
is a readily available document for the project team that can be downloaded and used
to fasten the project delivery. Based on the answers obtained from the assessment,
consultants need to plan for the next and probably most important phase of the SAP
Activate Methodology – the Explore Phase.
Classification: Internal
33

 Prepare Solution Manager for project support and import SAP Activate best practices
into solution manager (on premise) / Set Up Central system configuration system and
Integrates SAP Cloud ALM (Cloud)
 Obtain Customer Sign-Off for Phase Completion
The purpose of this task is to ensure that all required deliverables from this phase and
the project are complete and accurate, and close any outstanding issues. The project
manager should identify lessons learned during the phase to prepare for formal project
closure and capture customer feedback and potential customer references.
Identify and list all key deliverables from phase delivery.
Confirm status of completion and any outstanding actions.
Provide signoff document to signatory.
Obtain phase signoff and agreement for any possible outstanding actions.
When sign-off is obtained, the project can proceed to the next phase.

Prepare

Key Prepare Activities Deliverables Milestones & Key Decisions

-Detailed project scope document -Project scope defined

-Define Project goals, a high-level -project organization and governance -Project team staffed and trained
scope and a project plan -Implementation plan and rollout strategy -Project team organization, responsibilities and location est
-Identify and quantify business value objectives
-Projectschedule,budgetand management plans -Rollout plan mandates and constrains defined
-Establishprojectstandards, organization and-Project
governance
standards and policies -Policies for to be organization defined
-Define roles and responsibilities of project-Solution
team adoption approach including organization change
-System management
retirement roadmap
objectives, and training
mandates strategy d
and constraints
-Validate the project objectives -On-boarding of project team -Development environment including pre- assembly estab
-Establish project management, tracking and-Project
reporting mechanisms for value delivery
Infrastructure -Training budget and approach agreed
-Develop a project team training strategy and start project
-Technical team training
infrastructure requirements and sizing-Key stakeholders for communications identified
-Define and secure approval of -Data Migration approach and strategy -Implementation plan defined
implementation/upgrade strategy -Pre-assembleddevelopment infrastructure

-Document all initiation activities in

proEjexcutpclhoartrteer:
-Pre-assemble (or Establish) project environment infrastructure and IT systems including SAP Solution Manager
-Sign –off and prepare for explore
Classification: Internal
34

Explore:
 Set up SANDBOX system
Setup the sandbox system – ideally with all the capabilities that are delivered by Best
Practices – to start with a system which is already pre-configured. In case this is not
possible (e.g., because no best practice content is available for the functionality in
scope), a new (and empty) SAP S/4HANA system needs to be installed.

 Once the Sandbox environment is setup, the project team will prepare it for the Fit-to-
Standard analysis workshops. This typically includes the adjustments to organizational
structure, changes to the master data and potential configuration of additional
functionality that is critical to be included in the Fit-to-Standard analysis.

 The fit-to-standard workshops are organized around the functional areas of the
solution and are used to explore the functionality, to show how the solution can meet
the business requirements, and to help enable business process experts on the
execution of processes.

 Each workshop is jointly owned and delivered by an experienced SAP consultant and a
lead from the business. The consultants should work with the business leads to
understand the existing business processes and roles. The SAP consultant needs to
understand the as-is business, processes and systems. The business lead needs to be
able to execute the standard SAP processes and use the transaction apps.
 They work together closely to produce a detailed workshop schedule that defines
content, agendas, presenters, participants, time and location. Check the boundaries and
integration points between workshops are clear. The owners of the workshops must
prepare workshop materials including the demonstrations, templates to document
results, slides to run the workshops, lists of questions and required decisions. The
demonstrations are ideally based on the SAP Best Practices predefined processes. The
processes should be adapted to use project specific data. The team should re-test the
processes and practice the demonstrations just before the workshop is conducted.
 All the customer’s requirements in terms of additional WRICEF objects – Workflows,
Reports, Integrations, Conversions, Enhancements and Forms along with the
configuration values are noted in the Backlog document provided by SAP which is then
signed off to sign off mutually between the partner and the customer. This backlog
document consists of all the customer-specific requirements that need to be available in
the SAP system for the business users to perform their daily tasks. Consultants then
prioritize according to feasibility, difficulty and importance and plan the sprints for the
Realize Phase where the primary aim is to close each of the Backlog items one by one.
Classification: Internal
35

 A change impact analysis is done to understand how the new system will benefit the
business and actions to enable a smooth transition to the new system are decided
among the stakeholders of the project. Key users are identified and an end-user learning
needs analysis is done and a learning plan is prepared for the key users who will help
drive the success of the system during the duration of the project.

Explore

Key Prepare Activities Deliverables Milestones & Key Decisions

-Prepare, setup and conduct solution -Baseline system ready for solution validation -Solution prototype baseline system
validation workshops workshops for solution validation workshops
-Refine business requirements -Solution validation workshops, including gap ready
-Identify master data and validation -solution walk-through workshops
organizational requirements -Documented design, including: completed
-Confirm to business processes Project plan update -Completed fit-gap analysis
-Define functional solution design, Process definition document -Mapping of process to solution
including a gap analysis in solution Process flows completed
design workshops Solution design documents -Defined IT landscape and technology
-Associate business requirements to Functional specifications in SAP solution design
the process hierarchy and the manager based on SAP Standards -Organizational change management
solution components -Prioritized and estimated backlog document with communications plan defined
-Obtain business sign-off on delta requirements and solution gaps -Project team trained
requirements and design documents -change Impact Analysis and communication plan -Phase Quality assessment conducted
-Collect end user information, -Legacy data migration design and plan
analyzing learning needs, and -Technology design and set up
developing a learning deployment -Test strategy and plan
strategy -Inventory of gaps including interfaces and
-Establish project management, conversion
tracking, and reporting for value -Release and sprint plan including confirmation of
delivery go-live update
-Learning needs analysis and deployment strategy

Realize:

 Once the Explore Phase deliverables are signed off, the project team can start working
on the Quality system provisioned by SAP. In this phase, the SAP consultants start
configuring the SAP system according to the Backlog document that is signed off.
 This happens in an iterative approach where the project team works based on multiple
sprints that have been planned to execute the project by breaking down the backlog
requirements into smaller deliverables that need to be showcased to the business
process owner and signed off as completed once it matches the agreed-upon
completion criteria
Classification: Internal
36

 This is the phase where consultants are in regular touch with the business process
owner to showcase to them, the SAP system they are building through multiple Solution
Walkthrough’s that are scheduled through the Realize Phase.
 The technical teamwork on completed the WRICEF objects that were noted in the
Backlog document during this phase and work hand in hand with the SAP functional
consultants and business users to ensure the custom objects are delivered with quality
within the timeline.
 User Roles and Authorizations can be a hectic process to finalize on, especially in large
projects. For the same, SAP has provided us with standard persona-based roles that help
the business users with their tasks through an End-to-End business process.
 For example, a maintenance technician will be provided with standard roles required for
a maintenance technician in the SAP system and a maintenance manager will be
provided with the standard role enabling him to perform his tasks as per the best
practice in the SAP system.
 In this phase, multiple levels of testing such as Unit Testing, String Testing, Integration
Testing and User Acceptance Testing is performed to ensure the SAP system is
configured according to the customer requirements provided by the business process
owners. Data migration testing is also done to ensure the data filled in by the business
users are in the correct format and ready to import to the brand-new SAP system.
 Once all the deliverables are satisfied, a cutover plan is made to move the
configurations, WRICEF objects and master and transactional data to the Production
system which will be the system used by the business in real-time. This signifies the end
of the Realize Phase

Realize

Key Prepare Activities Deliverables Milestones & Key Decisions

-Establish the solution landscape -Organization alignment and user -Solution configuration completed on
-Implement the solution in the enablement each iteration
development environment using -technology setup for quality and production -Business users reviewed and
incremental build in time-boxed environment including security and accepted functionality
iterations authorizations -Integration testing of a release
-Conduct overall end to end testing of -Solution configuration and tests complete
the solution within the QA environment -Business process procedures -Data Migration testing completed
-Setup production environment -Development/Testing of WRICEF objects -Project team and Key users trained
-Prepare for data migration and data -Evaluation and enhancement of -End user system infrastructure ready
archiving security/controls -User acceptance completed
-Conduct performance testing -Technical Quality Assurance -technical testing completed
-Conduct project team and key user -Integration Validation (including performance, load, high-
training -Preparation/Delivery of User availability)
-Finalize end user training materials and Manuals/Videos -Phase quality assessment conducted
documentation -Key Users and End users -Readiness for production release
-Track and report on value delivery -data migration conducted confirmed
-Test scripts/Testing documents
-User acceptance test
-Technical operations setup plan
-Cutover and transition plan
Classification: Internal
37

Deploy:
In the Deploy Phase, once every checkbox is ticked and everything is ready, the business faces a
temporary downtime as the new SAP system is deployed for usage to the business users. This is
typically done during a weekend to ensure that customers have little to no effect due to the
downtime. The cutover is a process that sometimes gives consultants sleepless nights as this is
the culmination of all their hard work being moved into the SAP system for the usage of an
entire organization.

Once the cutover is done successfully and checked by the partner and the customer, the
business users are supported by the consultants and the key users who now form the first line
of defense in case users have doubts or face an issue. The customers and partners can now
relish the success of the project through an intense time filled with dedication and hard work
from all stakeholders involved

Deploy

Key Prepare Activities Deliverables Milestones & Key Decisions

-Finalize the solution and it’s supporting -Organizational and production -data conversion completed
tools and processes for production go- readiness check -End user training completed
live: -Pre-go-live user training delivery -Production environment fully setup
Resolve all crucial open issues -Technical and system testing as -Support organization established
Conduct system tests necessary -Organization readiness for transition
Check that system management is in -Setup operation support organization confirmed
place -Cutover to production including: -Go/non-go decision secured
Proceed with cutover activities, Cutover plan update -Go-live activities conducted
including data migration Cutover simulations -Postproduction support provided
-Execute transition and cutover plans Data Migration -project closed
including organizational change User IDs and profiles created
management plans -Help desk and technical support
-Complete all scheduled end user operational
training -Operational and live production
-Identify and document all issues system environment
encountered in the transition to new -Post go-live support provided,
solution including training
-Monitor business process results and -project closing including lessons
the production environment learned
-Establish center of excellence for
support that provides:
Production support processes
Exceptional business monitoring
processes
Extraordinary technical support
System enhancements
-Track and report on value delivery
Classification: Internal
38

Run:
The Run Phase signifies the end of the customer’s lifecycle from identifying a solution for their
business need to finally implement the solution and running their business process on the
same. In the Run Phase, the customer project team are given only one task – to be updated
with the latest innovation and technologies in SAP, especially in the product they have
implemented by having a “Continuous Learning” to keep up with the pace of technology.

Please go through SAP Activate Roadmap viewer to better understanding of

deliverables in each phase specific to on premise and cloud

Note: The intension behind this document is to give

understanding about SAP Activate elements and phases in one
place. The content of this document is collected from SAP blogs,
internet and roadmap viewer.

Thank you for reading!