Scribd
Upload
8 views4 pages

CFIN_001 Prepare Project Management Project Initiation and Governance

Uploaded by

shola
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
8 views4 pages

CFIN_001 Prepare Project Management Project Initiation and Governance

Uploaded by

shola
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 4

PUBLIC

Central Finance: Project Initiation and Governance


PROJECT INITIATION AND GOVERNANCE, PURPOSE AND OBJECTIVES
The purpose and objectives of project initiation are as follows:
 Better understand SAP S/4HANA Central Finance underlying systems can be unharmonized; global
view on harmonized data set through data mapping; cover Central Finance as reporting instance
and/or operational instance as well. The customer needs to be clear on what Central Finance is and
what it can serve for.
 Create a greater awareness of the key opportunities and challenges of SAP S/4HANA Central
Finance

Governance Structure
Sponsorship by steerco member for decisions and escalation is based upon the decision topic.
The time to take an escalated decision is based on the decision priority for Finance Leadership, IT Design
Authority Board and Steerco decisions:
 Key design decision - 2 working days
 Normal decisions - 5 working days
 The steerco sponsor actively supports to have an escalated decision within the agreed time period

Master Data Governance


Within a Central Finance platform on S/4HANA the degree of harmonization of data determines the ability to
standardize functions and processes. The organizational structure across the landscape needs to be
governed to achieve highest degree of harmonization. A master data governance solution needs to keep the
master data synced across the system landscape.
 Is it necessary to establish a Master Data Governance process or is there already one in place?
 Is the customer currently using a master data governance solution?
 If a governance tool is in place, to which degree does this solution cover the requirements of
governance and synchronization for a real-time integration?
 If the customer uses a Governance solution, is it capable to create/keep master data in sync on the
Central System and the de-central systems? For example: if you create a cost center in a de-central
system, is the corresponding cost center simultaneously created in the central system?
 Is there a clear organization or responsible unit for master data creation and maintenance, and how
big is it? Is this done on a central or de-central level or both? When it is both, how do you reconcile?
Prepare Project

Tasks Activities

Prepare  SAP and Customer will jointly carry out the preparatory steps required to deliver the
Project project.
 SAP will assign a Project Manager prior to Project initiation.
 SAP and Customer will jointly prepare Project schedule; agree on roles and
responsibilities; prepare the kickoff workshop presentation; and agree on the kickoff
workshop schedule, location and participants.

Project  SAP will explain the delivery approach.


Kick-off  SAP and Customer will jointly confirm the Project timeline by Project phase.

Project  Process Design


Activities  Baseline Configuration
 Data Validation
 Basic Upgrades
 Change Management
 Architecture
 Training Concept – Knowledge Transfer Ramp-up
 Master Data Concept
 Mapping Definition
 Configuration
 Initial Load Testing
 Resolution real time replication error
 Process testing
 Training

Project Support the Project Lead for on time and on budget delivery of
Roles Role 1: PMO
Central Finance project
Prepare Project

Tasks Activities

Role 2: Solution Lead for on time and on budget delivery of CF project; S/4HANA
Architect cFIN knowledge beneficial, but not mandatory

Lead for system installation and configuration in central, SLT and


Role 3: Technical sender systems; Lead of technical requirement and limitations in
Architect replication and mapping concepts; Key contact with SAP
development

Drive business Central Finance roadmap, value scenarios and


Role 4: Business scoping; Process and Replication Design and support master data
Architect (S/4HANA) concept; Provides guidance on adherence to accounting and
finance standards

In the context of the definition of a Central Finance project, overall


responsibility for
Role 5: MDG Expert
[one or multiple]
Master Data definition, configuration and testing ((including
Corporate Customer & Corporate Vendor)

Takes ownership of design, setup and maintenance of business


Role 6: Business
mapping (key and value mapping), including helping with setting up
mapping expert
governance process

Role 7: SAP Central Design & blueprint of harmonized processes and configuration
Finance Expert mapping concepts; Conduct cFIN application configuration of
[one or multiple] system coordinate mapping content; S/4HANA

Role 8: SAP S/4HANA Design & blueprint of harmonized processes and configuration
Finance mapping concepts; Conduct S/4HANA Finance application
[one or multiple] configuration of system coordinate mapping content;

Role 9: AIF Expert Implementation of AIF for cFIN

Role 10: ABAP


developer Developer for cFIN
[one or multiple]

Role 11: SLT Expert Implementation of SLT for cFIN

Basis admin. of S/4 Finance application (i.e. system configuration,


Role 12: SAP Basis
transport management, user management, system management,
S/4HANA
solution manager integration, system monitoring, etc.)

LESSONS LEARNED FROM RECENT PROJECTS


 A fully configured S/4 system (with cost centers, general ledgers, etc.) is needed, therefore the time
involved in this configuration has to be included into the overall project plan. Testing should refer to
some of the testing considerations (number of cycles, success criteria, etc.) that is specific to CFIN.
 Do not overlook organizational change management and end user training mainly in a Central
Payment scenario, but not necessarily in a Central Reporting only scenario.
 Focus on value - costs should not outweigh the potential benefits. The inherent risk is that
centralization can add complexity, diffuse accountability, and slow responsiveness. Management
should be vigilant against this.
 Emphasize strategy over structure. How centralization will add value should drive the appropriate
organization model including the respective roles.
 Let the business drive the corporate Shared Service Center not vice versa. Shape the role around
the specific needs of the business and not the other way around.
 Be self-critical about central capabilities. One effective method to ensure that the center’s objective
is still being met, is to have the business asses them, identifying strengths and weaknesses.
 Find a balance, but also be prepared to revisit or even revise in your approach

IMPORTANT LINKS FOR REFERENCE


1. SAP Help page for Central Finance
https://help.sap.com/viewer/26c2d5e366bc44c1a98f2a9212a0c49d/1909.000/en-
US/9354c0540cf5ef05e10000000a4450e5.html
2. Link to Central Finance Learning Journey
https://help.sap.com/doc/221f8f84afef43d29ad37ef2af0c4adf/HP_2.0/en-
US/4b87d4ad0dd24d86a04d3dd1cfe2f486.html?zoom=0.7

Copyright/Trademark

You might also like