eCIO PPT Roles for a SAP and Systems Integration Project

RECOMMENDED APPROACH FOR AN
IT PROJECT MANAGEMENT OFFICE (PMO)
ROLES AND RESPONSIBILITIES
USING THE ASAP (ACCELERATED SAP) METHODOLOGY
FOR A SYSTEMS INTEGRATION (SI) PROJECT
(IT 2700-XX V 0.1 DRAFT: FOR DISCUSSION PURPOSES)
PRESENTATION
as of: <date>
Prepared for:
<Client>
Prepared By:
David Niles; Integration Programme Manager
Monday, October 19, 2015ECIO EXECUTIVE WORKBENCH 1

VALUE PROPOSITION/PROBLEM STATEMENT
• What are the activities and responsibilities, as related to the roles and organization structure,
associated with a significant Systems Integration (SI) Project employing the ASAP
(Accelerated SAP) methodology for a major Canadian government department?
– ASAP, accelerated SAP implement, provides a means to go through the SAP
implementation process efficiently. The accelerated SAP Methodology is proven,
repeatable and successful approach to implement SAP solutions across industries and
customer environments. Accelerated SAP provides content, tools and expertise from a
multitude of successful Implementations. The ASAP Implementation Methodology is
based on a timeline which includes five paths.
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TAKEAWAYS OF PRESENTATION
• For each role involved with a Systems Integration project, employing the ASAP methodology,
illustrate the typical tasks, specialized knowledge and reporting structure associated with
those roles.
• Illustrate the organization structure that would successfully show how those roles and
reporting structures would exist.
• Illustrate how the RACI model would work with those roles and organizations structure.
Page: 3Monday, October 19, 2015ECIO EXECUTIVE WORKBENCH

AGENDA
• Overview of ASAP (Accelerated SAP) Roadmap
– Purpose, Deliverables, Milestones & Key Decisions
– Phases: Project Preparation, Business Blueprint, Realization, Final Preparation; Go Live
and Support, Run SAP
• Project Organization Structure
• Roles and Descriptions
– IT Project Director, IT Senior Project Manager, Project Administrator, Change Project
manager, Master Project Scheduler, Integrations Program Manager, Risk and Issues
Project Manager, Contract Manager – Professional Services, Contract manager –
Hardware/Software, PMO and IT business Analysts, IT training Manager, SAP project
manager, SAP Architect and Business Rules Framework (BRF), SAP Integration manager,
Sap Test manager, Integrations Project Configuration Manager, Sap Development
Manager, Common Business Roles
• RACI Charts (Examples)
Monday, October 19, 2015ECIO EXECUTIVE WORKBENCH Page : 4

INTRODUCTION – ASAP ROADMAP
The SAP implementation for Integration Project has six phases:
1. Project Preparation: The project is formally initiated, and planning is well under way.
2. Business Blueprint: The project team gathers requirements and conducts the conceptual design of the
solution.
3. Realization: The solution is built and the integration tested; performance tests are planned.
4. Final Preparation: End users are trained; this is the final check before the cutover to the new system
solution.
5. Go Live and Support: The solution receives confirmation, ongoing support is in place, and the project is
closing.
6. Run SAP: The operability of the solution is ensured.

INFORMATION COLLECTED FOR EACH ASAP PHASE
Purpose and Description
Milestones and Key Decisions
Deliverables

Purpose
• Initial Planning and Preparation
• Define the project goals, scope
and objectives
• Identify, on-board and train Team
Members
Deliverables
• Project Scope Defined
• Implementation Plan & Rollout Strategy
• Detailed Scope Document
• Costs and Benefits Validation
• Project Standards
• Project Infrastructure
• Knowledge Transfer Approach
• Implementation Work plan
• Master Data Design
• Interface List
• Testing Strategy
• Data Cleansing Strategy
Milestones & Key Decisions
• Corporate Review Completed
• Scope Defined
• Project Team Staffed and Trained
• Project Team Organization,
Responsibilities and Location
• Roll-out Plan Mandates/Constraints
• Policies for To Be Finance
Organization
• System Retirement
Objectives/Mandates/ Constraints
• Training Budget and Approach
• Key Stakeholders for
Communications Identified
• Implementation Plan in Place
PHASE 1 - PROJECT PREPARATION (SCOPING & PLANNING)

PHASE 2 - BUSINESS BLUEPRINT
Purpose
• To create a body of work, know as
Business Blueprint that
• Aligns business requirements to
the SAP business model
• Documents the TO-BE process
models
• Describes the solution design
• Identifies additional functional
and technical requirements
• Obtains business sign-off on
requirements and design
• Blueprinting is dedicated to
support value delivery
Deliverables
• Project Plan Update
• Complete, documented and signed off
• Business Process Hierarchy and
Design
• Value Association on Process Level
• Solution Design
• Gap Identification and Resolution
• Solution Landscape and Architecture
• Assessment of Organization and
Business Process Changes
• Confirmation of Implementation Date
• Completed and signed off Process
Design
• Completed and signed off Solution
Design
• Completed and signed off gap
identification and resolution
• Phase Quality Assessment
• Communication Plan

PHASE 3 - REALIZATION
DeliverablesPurpose
• Build and Test a Complete
Business and System Environment
• Develop Training Material and
End User Documentation
• Obtain Business Approval
• Test Data and Configuration
• Business Process Procedures
• Quality Assurance System
Environment
• Production System Environment
• Develop and Test Interfaces,
Conversions and Reports
• Evaluate and Enhance Security and
Controls
• End-User Training Material and Plan
• End-User Training System
Environment
• Data Conversion Plan
• User Acceptance Test
• Project Team Trained (Realization)
• Final Design and Configuration
• Integration Test
• End-User System Infrastructure
• User Acceptance
• Phase Quality Assessment
• Readiness Review

PHASE 4 - FINAL PREPARATION
DeliverablesPurpose
• Prepare System for Production
Release
• Prepare the Internal and
External Organization for Go-
Live
• Data Converted
• Cut-Over Plan
• End-Users Trained
• End-User System Ids Created
• System Support Organization in Place
• Help Desk
• Technical Support
• Operational Production System
Environment
Milestone & Key Decisions
• Organizational Changes
Implemented
• Go/No-Go Decision

PHASE 5 - GO-LIVE AND SUPPORT
DeliverablesPurpose
• Business Owns and Executes New
Business Processes and Systems
• Monitor Business Process Results
• Monitor Production Environment
• Establish Center of Excellence for
Support and Enhancements
• Live Production Environment
• Operational Help Desk
• Cut-Over and Conversion Activities
Completed
• Post Go-Live End-User Training
• Updated Business Case
• Lessons Learned
• Go-Live
• Project Close

DeliverablesPurpose
• Run implemented SAP solution
• Optimize solution operation by
implementing SAP Operation
standards
• Assessment of Operation Standards for
optimize solution operation
• Identify scope
• Setup project schedule for
implementing
• For each relevant Operation Standard
• Design of processes, organization
and roles, blueprint for tool usage
• Setup of processes, organization and
roles, tool setup
• Transition into production incl.
training and rollout
• Operating
• Identification of Operation
Standards for optimize solution
operation
• Design, Setup and Operation of
SAP Operations Standards
• Tool implementation (mostly SAP
Solution Manager scenarios for
operation)
PHASE 6 – RUN SAP

PROPOSED IT PROJECT MANAGEMENT OFFICE

INFORMATION COLLECTED FOR EACH ROLE
Corresponding Business Role
Description, Responsibilities, Tasks Performed,
Reporting Relationship, Specialized Knowledge
(e.g. Systems Integration Program Manager)

IT PROJECT DIRECTOR
–Responsibilities:
• The IT Project Director is the focal point between the Business Client, Operation Directors and ISTB Directors
• The IT Project Director is the single point of contact for Integration Project / Project Status Reporting to the Business
Client, Executive Management and Steering Committee
–Tasks:
• Has a demonstrable interest in the outcome of the project and is responsible for securing spending authority and
resources for the project.
• Leverages relationships with Business Client Executive Management, Functional Directors, IT Directors and
stakeholders/partners
• Work with Business Clients as a key and influential member of their business planning teams to ensure a continuing
delivery of outcomes through solution and IT delivery teams
• Work closely with the Program Sponsors, Steering Committee and Executive Boards to facilitate decisions necessary for
program delivery.
• Translate generalized Business Client business goals and objectives into concrete program strategy and tactical plans.
• Evaluate complex IT Solutions accurately and identify viable solutions that create successful outcome for the Business
Client.
• Resolve political, resource, budgeting, change, risk and legal issues affecting the program.
• Proactively manage the Senior Project Manager to secure Business Client success story.
• Serve as mentor / advisor / decision-maker to the delivery managers and actively resolve issues related to corporate
politics, external politics, client relations, project quality, and project risk.
–Special Knowledge:
• Substantial knowledge in project management methodology and long term experience in managing large scale projects
–Reporting to: Steering Committee, IT Project Sponsor, Executive Board
–Corresponding Business Client Role: Business Client Program Director(s)

IT SENIOR PROJECT MANAGER
• The IT Senior Project Manager is responsible for the day to day management of the Project Management Office to ensure that a
standard project management framework is implemented for the Integration Project / project and ensuring compliance to project
management principles throughout the project lifecycle
–Tasks:
• Manages and implements Project Management disciplines within the Integration Project / IT PMO
• Prepares integrated approaches for all Integration Project / project management deliverables
• Prepares dashboards and financial data for IT Project Director
• Managed the day to day work packages and assignments for the Project Management Office
• Manages a team of professional project managers to ensure an integrated approach for change, risk, issue, schedule, financial,
quality, integration, scope, resource planning and procurement (contract) management
• Manages relationships between Delivery Project Managers and PMO Project Managers to attain input and updates for project
reporting
• Ensures appropriate levels of capacity during project execution
• Manages and provides timely and relevant communications to the IT Project Director, allowing the IT Project Director to keep
stakeholders informed of progress and issues in order to manage expectations on all project requirements and deliverables
• Ensures consistency in messaging on communication of project information
• Manages and communicates a clear vision of the Business Clients’ project’s objectives, and motivates the project managers to achieve
them
• Creates a project environment that enables peak performance by project managers
• Manages the financial aspects of the project: budgeting and estimate to actual and variance
• Ensures proper use of project management methodology, standards, tools, processes and procedures
• Coaches to clarify work packages and deliverables
• Substantial knowledge in project management methodology and experience in managing large scale Major Crown Projects
• Substantial knowledge in establishing a PMO for IT Project Delivery
–Reporting to: IT Project Director
–Corresponding Business Client Role: Business Client Senior Project Manager

PROJECT ADMINISTRATOR
• The Project Administrator is responsible for the professional operation of the project office
regarding to the following tasks.
–Tasks:
• Facilitate meetings for project team including co-ordination of project team meetings and
external events.
• Book meeting rooms / venues for the team.
• Record and maintain Action Items and Records of Decision from meetings and disseminate the
meeting records to all stakeholders.
• Collect and distribute information accordingly to respective team members.
• Prepares all necessary paperwork to attain new network accounts, building access passes and
workstations for new consultants to the project
• Content-related tasks such as presentation preparation for team or Business Client meetings.
• Support the Senior Project Manager by managing the project library
• Maintains and updates the Integration Project IT PMO Confluence site
• Extensive experience with administrative services in the GoC
• Experience supporting Project Managers in a multi-million dollar project environment
–Reporting to: Senior Project Manager
–Corresponding Business Client Role: Business Administrator

CHANGE PROJECT MANAGER
• The Change Project Manager is responsible for
–Tasks:
• Manages the timely preparation of the change management components
• Lead development of an overall Change Management strategy and communications plan
• Assist the sponsoring leaders to align on the benefits, goals, metrics and accountabilities
• Assist business unit managers to own the success of the implementation and to drive the realization
of benefits.
• Be an active, visible leadership from the executive level (project sponsor and steering committee) is
essential for a successful, sustained effort to develop the system.
• Assist (SAP) Business Team in changes to the organization structure and/or job roles. Stakeholder
analysis and impact assessment
• Establish specific roles and responsibilities, expectations etc. of team members to assist
Stakeholders in business transformation
• Plan for Organizational readiness related to non-SAP changes (such as new non-SAP skill
development and redeployment)
• Leadership alignment and commitment and Organizational readiness to use /Integration Project
–Corresponding Business Client Role: Business Administrator

MASTER PROJECT SCHEDULER
• The Master Project Scheduler ensures that the WBS and
–Tasks:
• Working with OCI’s, Delivery Managers and Business Clients, develops Work Breakdown Structures (WBS) and timelines/milestones for
project deliverables
• Working with OCI’s, Delivery Managers and Business Clients, produces project activity and tasks based on timelines and milestones
and WBS
• Produces reports and identifies scheduling and/or dependency issues.
• Assists in schedule co-ordination efforts with internal and external project stakeholders.
• Maintains and updates relevant project scheduling information
• Develops and maintains a detailed project schedule for all areas of the project
• Closely monitors and coordinates schedule updates
• Acts as a subject matter expert and resource to project managers, providing guidance and direction related to managing links between
schedules and task prioritization; provide hands-on schedule management support as necessary
• Conducts and provides critical path analysis and reports on the integrated project schedule’s critical paths
• Develops effective mechanisms for communicating any schedule shifts to management
• Advises and updates project management about emerging risks to key milestones
• Suggests new reports and tools to manage critical path tasks across the project
• Develops and implements strategy to introduce scheduling best practices, including metrics
• Develops and manages the creation of presentations, schedules, and other program and project oversight tools for project, program,
and executive management;
• Provide schedule snapshots
• Substantial knowledge and experience in integrated project scheduling (IT and Business)
–Corresponding Business Client Role: Business Client Scheduler

INTEGRATION PROGRAMME MANAGER
– Responsibilities:
• Develops a comprehensive IT Project Integration document which highlights the start and end states for all IT related
system touch points for Integration Project
– Tasks:
• Develops a comprehensive IT Project Integration document which highlights the start and end states for all IT related
system touch points for Integration Project / and legacy systems (including systems earmarked for decommission)
• Works with the IT Architecture, IT Infrastructure, Business Client, and other Solutions Development and Solutions
Planning teams to align plans for the Integration Project / solution with Integration solution planning.
• Works with the IT OCIs to provide input into an actionable IT roadmap that establishes the foundation of work that the
development teams will deliver.
• Understand and analyze database and reporting requirements for Integration Project / and system decommissions
• Ensure that work packages are identified for all integration points with upstream and downstream systems
• Work with OCIs to develop and implement process improvements to enhance integration within a high level of integrity
to handle sensitive and confidential information
• Ensure coverage of work packages for the IT work (design, construction, quality assurance, testing and deployment)
associated with integration middleware solutions is contained within the Integration Project / project schedule
• Works closely with the Service Delivery teams to ensure adequate transitions/interconnectivity are in place before
legacy system functionality is turned off (decommission)
– Special Knowledge:
• Extensive experience with software and systems integration projects in the GoC
– Reporting to: Senior Project Manager
– Corresponding Business Client Role: Business Integration Manager

RISK AND ISSUE PROJECT MANAGER
• The Risk and Issue Project Manager is responsible for ensuring that risk is minimized on a project and that issues
are resolved in a timely manner.
–Tasks:
• Delivers high quality risk and issue management services in a focused and timely manner through the implementation of
industry best practices
• Plans, designs and implements risk and issue management processes for the Integration Project / project
• Develops clear processes and procedures to be used by managers to manage risks and issues for Integration Project /
• Provides a simple approach to qualitative and quantitative risk management for the Integration Project / project that can
be scaled and used by other projects, if required
• Analyses, daily, the risk log and issue log for resolution, mitigation or escalation and reports on trends, projections or
impacts on current risk status
• Works with the Project Scheduler to ensure that activity associated with risk mitigation is captured in the project schedule
with defined delivery dates
• Provides support, education, and training to project team members to build awareness of risk and issue management
• Integrates project risks and issues into one instance for the Integration Project / PMO and ensures input and update from
all Delivery Project Managers on an ongoing basis.
• Delivers Risk and Issue reports to the Senior Project Manager weekly
• Prepares Risk Matrices and other graphical diagrams as required by the PMO
• Extensive experience with project risk and issue management in the GoC
–Corresponding Business Client Role: Business Risk Manager

CONTRACT MANAGER – PROFESSIONAL SERVICES
• The Contract Manager – Professional Services is responsible for the preparation and processing of Integration Project IT professional
services contracting requirements.
–Tasks:
 Drafting, evaluating and execution of professional services contracts
 Prepares all documentation regarding RFPs
 Serves as one of the single point of contact for Integration Project IT PMO on contractual matters regarding professional services.
 Acts as the contractual “middleman” between CBSA and Vendors/Suppliers for professional services.
 Manages third party RFP developers hired by Integration Project to assist in RFP preparations.
 Maintains contractual records and documentation, such as receipt and control of all contract correspondence, Business Client
contact information sheets, contractual changes, status reports and other documents for the project.
 As needed, provide guidance on contract matters to project managers, including training to new project managers and other
employees in contracting procedures.
 Develop and implement procedures for contract management and administration in compliance with company policy.
 Work with the Risk Manager to identify any contracting risks or risks associated with attaining specific professional services
required for project success
 Ensure project library contains a copy of the signed contract for project records
 Working with the Senior Project Manager, ensure that contract closures, renewals and revisions are conducted in a timely manner.
• GoC Contracting for Professional Services
• CBSA Contracting Policies
–Corresponding Business Client Role: Business Client Contracting Officer

CONTRACT MANAGER – HARDWARE/SOFTWARE
• The Contract Manager – Hardware/Software is responsible for the preparation and processing of Integration Project IT hardware and
software license procurement.
–Tasks:
 Drafting, evaluating and execution of COTS, hardware or other related software licenses contracts
 Prepares all documentation regarding RFPs
 Serves as the single point of contact for Integration Project IT PMO on contractual matters regarding COTS, hardware/software.
 Acts as the contractual “middleman” between CBSA and Vendors/Suppliers for COTS, hardware/software.
 Maintains contractual records and documentation, such as receipt and control of all contract correspondence, Business Client
contact information sheets, contractual changes, status reports and other documents for the project.
 As needed, provide guidance on contract matters to project managers, including training to new project managers and other
employees in contracting procedures.
 Develop and implement procedures for contract management and administration in compliance with company policy.
 Work with the Risk Manager to identify any contracting risks or risks associated with attaining specific COTS, hardware or software
licenses required for project success (including all SAP procurement)
 Ensure project library contains a copy of the signed contract for project records
 Working with the Senior Project Manager, ensure that contract maintenance agreements, renewals and revisions are conducted in
a timely manner.
• GoC Contracting for COTS, Hardware & Software
• CBSA Contracting Policies
–Corresponding Business Client Role: Business Client Contracting Officer

PMO AND IT BUSINESS ANALYST
• The Process & Procedure Writer is responsible for documenting the processes adopted by the PMO and supports all the Project
Managers with preparation of project documentation to adhere to the processes and procedures.
–Tasks:
• Working with the Senior Project Manger, Project Director and Project Managers, develops workflow diagrams to provide a
graphical representation of project management processes from inception of documentation to reviews to approvals and execution
• Develops standardized processes to be followed and provides useful tools and appropriate training for these tools preventing each project
manager from establishing the process independently for each project
• Provide support and tools to Project Managers to enable them to start up sub-projects quickly with less time wasted planning and
documenting steps
• Continuous maintenance of a knowledge bank of project management information based on industry-wide and company best
practices.
• Helps teams perform best practices and methodologies.
• Tracks and records lessons learned from sub-projects in order to learn from them and implement tools and techniques to mitigate
the negative lessons
• Develops and maintains an open collection of the PMO policies, procedures, templates, guidelines, and project documentation.
• Extensive experience with implementing ITIL framework in the GoC
• TBS EMF and MAF
• ITIL Service Management and Service Delivery and Project Management 9 areas of knowledge
–Corresponding Business Client Role: Business Client Project Manager

IT TRAINING MANAGER
• The Training Manager is responsible for leading the development of an overall training strategy and training curriculum to address the
project team learning needs and product end-state end user training.
–Tasks:
• Prepares and designs the training scenarios and content
• Prepares supporting documentation
• Provides project team and end user training during implementation of project on the new system
• Service during the initial implementation and possibly on an ongoing basis
• Leads the development of an overall training strategy and training curriculum
• Establishes training plans for each of the releases and works with the Business Client Training Manager to schedule Train-the-
Trainer sessions
• Facilitates and arrange for classroom space for external training vendors to provide training to project team members
• Leads, reviews and mentors the development of all training materials for end user delivery
• Prepares CBSA trainers to deliver the course material and offers additional training if required
• Works closely with CBSA training and communications liaisons and SMEs
• Leads the development of a comprehensive knowledge transfer plan to CBSA staff
• Works with the SAP Project Manager to identify training related activities and tasks, and to provide training activity updates
• Manages the training strategy and curriculum development
• Coordinates project team training and knowledge transfer activities
• Extensive knowledge and experience with SAP and PSCD implementations
–Corresponding Business Client Role: Business Client Training Manager, Business Client LoB Manager

SAP PROJECT MANAGER
• Responsible for defining, planning, tracking and managing SAP solutions and identifying key resources and providing the direction they
require in order to meet defined objectives
–Tasks:
• Facilitate, document and assist the Configuration and Development managers with SAP project preparation activities for every project
phase
• Monitors, maintains and reports on the day to day project execution of the SAP Integration Project work
• Responsible for development of SAP project planning activities and manages the execution of the SAP solution delivery according to
plan
• Identifies work packages and prepares project schedule to address SAP solution delivery and integrates into the Integration Project /
Master Project Schedule
• Provides advice to Line of Business (LOB) managers and development/configuration managers
• Responsible for the identification, documentation and escalation of SAP solution delivery risks and issues to the Risk Manager,
establishes contingency and mitigation plans and identifies trigger events
• Reviews regularly outstanding action items, issues and risk that require action by the SAP project team and ensures that activity is
scheduled and integrated into the SAP delivery schedule
• Co-ordinates quality assurance with the SAP Integration Manager and ensures performance measurement
• Assesses SAP work progress and project performance and identifies work activities and potential delays/accelerations along the critical
path
• Applies ASAP methodology
• Proactively identifies changes in work scope to the Change Manager and ensures appropriate planning measures are taken to reassess
and amend the scope of work requirements, budget and timeline.
• Coaches SAP project team members to clarify assignments and deliverables; reviews quality of work and manages integration of team
members’ work
• Extensive experience managing SAP Solutions and using ASAP Methodology
• Experience in project management methodology and experience in managing large scale Major Crown Projects
–Reporting to: Senior: Senior Project Manager
–Corresponding Business Client role: Business Client Project Manager

SAP ARCHITECT & BUSINESS RULES FRAMEWORK (BRF)
• The SAP Architect is responsible for the SOA transition aspects, strategic system landscape, interoperability and design of
SAP solutions from start to end.
–Tasks:
• Architects the entire SAP solution and brings high technological experience for SAP based solutions
• Brings a firm understanding on the SAP technology platform product capabilities and architecture
• Serves as primary architect of the value attainment model for given SAP-focused transformational efforts
• Links value drivers in the transformational business case with the business blueprint
• Develops the value scorecard and educating key business process owners and program management on how to measure
and monitor value achievement through post go live realization
• Works with Functional Analysis team to drive blueprints for development requirements
• Acts as a sounding board for SAP technological strategies and provides technical direction for the SAP solutions
• Consults and mentors technical resources concerning methods, procedures, and standards to be used during design,
development, and unit testing phases of system development projects
• Assures that SOA concepts are defined correctly and works with the SAP project team during the definition and
implementation of the overall solution
• Guides the business, functional and technical team with business rules formulation requirements into Integration Project SAP solution.
• Assist in defining and setting up BRF based on the technical requirements from detail design and facilitate discussion around best
practices.
• Assist the baseline BRF configuration to support the most effective and efficient processing in SAP for Collections and Assessments.
• Guide the Integration Project team on the Design, Build and Test activities for Integration Project , including demonstration/proof of
concept of SAP using BRF Plus.
–corresponding Business Client Role: Business Client LoB Manager

SAP INTEGRATION MANAGER
• The SAP Integration Manager is the focal point of contact between Business and IT and, working with the SAP Project
Manager and SAP Architect, ensures a consistent and succinct approach to delivering end state SAP solutions.
–Tasks:
• Leads/Advises design across Business and IT Functional and Development teams
• Provides the Business Client and IT Functional and Development SAP PSCD insight and guidance throughout the Project
Preparation, Blueprint, and Realization project phases
• Advises the SAP Project Manager, SAP Configuration Manager and the SAP Development Manager on the development
and delivery of all in scope business process deliverables
• Works with the SAP Project Manager to ensure that the work modules associated with configuration, development and
testing of the business process solution (process, ERP and related bolt-ons) are incorporated into the project schedule
• Applies ASAP methodology to all SAP related Integration Project implementations
• Co-ordinates and advises on priorities across Business and IT Functional and Development teams
• Resolves cross-team design issues
• Working with the SAP PM, defines deliverable standards and quality assurance performance measures
• Responsible for the development of an integrated SAP solution plan for each of the business processes.
• Strong interpersonal skills and extensive experience interpreting Business Clients requirements and align to SAP offerings
• Strong understanding of capabilities and pitfalls of legacy system integration and transition
• Extensive experience with SAP PSC platform and interfaces.
–Corresponding Business Client Role: Business Client LoB Manager

SAP TEST MANAGER
• The Test manager is responsible for reaching the defined and agreed test goals.
–Tasks:
• Setting up a test concept, design of test strategy according the quality goals, test activities and responsibilities, test stages
and methods, test case design
• Define requirements and coordinate setup of the technical test environment, test data management, test tool selection
• Review of project deliverables (test concept, test cases, scripts, test documentation, test reporting, error handling)
• Successful identifying, conception and monitoring of the execution of test processes/projects
• Monitoring and controlling test process quality and results
• Conception and execution of non functional tests (e.g. performance)
• Successful execution of test services
• Guidance and coaching by defining documentation and conventions
• Coordination and administration of all test activities
• Issue and error handling and reporting
• Automation of regression tests
• Substantial knowledge and experience in testing
• Knowledge of integration between applications and external systems.
• Business Knowledge
–Corresponding Business Client Role: Business Client LoB Manager, SAP Test Coordinators

INTEGRATION PROJECT CONFIGURATION MANAGER
• The Integration Project Configuration Manager manages the efforts of the Functional team and Blueprinting.
–Tasks:
• Manages the work business modules associated with the blueprinting and configuration of the SAP PSCD solutions for Integration
Project .
• Manages the work associated with the development of individual business process solutions and ensure Business Client
acceptance
• Manages the functional analysts on day to day work
• Reviews and approves deliverables for the Blueprint processes
• Working with the SAP Project Manager and the Integration Project Project Scheduler, ensures that all work packages for
Blueprinting are identified, detailed and accounted for on the master project schedule
• Working with the SAP Project Manager, ensures that proper levels of resource loads are accounted for and financing is in place to
execute work
• Working with the SAP Project Manager, ensures that all risks and issues raised during the blueprinting process are recorded with
proper mitigation plans and incorporated into the master risk management log
• Responsible for team member direction and work priorities
• Provides operational/system up-dates to Director, Revenue Management and ensures that project status updates (schedule, cost,
scope, resources, etc) are made known to the SAP Project Manager and captured on the master reports.
–Reporting to: Director, Revenue Management Division
–Corresponding Business Client Role: Business Client LoB Manager

SAP DEVELOPMENT MANAGER
• Responsible for all ABAP development for the SAP PSCD Integration Project solutions.
–Tasks:
• Manages the day to day operations for the SAP Competency Centre and ABAP development
team
• Defines, manages and owns the SAP development, testing and production system
environments
• Responsible for detail schedule plans for all environment build and development efforts
• Supports and manages the SAP operating system
• Supports and manages SAP system optimization
–Reporting to:
• Director, Commercial Systems
–Corresponding Business Client Role:
• Business Client operations department
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COMMON BUSINESS CLIENT ROLES
–According to the type of project, size, its function, there are many groups of people involved in the SAP and
non-SAP project lifecycle
–Business Client team members bring applicable business knowledge, regulatory and legislative knowledge
and expertise prevalent to the project.
–Common Business Client Roles include (but are not limited to):
• Integrated Business and IT Steering Committee
• Business Client Project Sponsor
• Business Project Director
• Project Communications Manager (external)
• Business Project Manager
• Business Team Leads / LoB Managers – Decision Maker on business process
• Project Team Members (Representatives) according to function in Business Client organization
(e.g. Business Analysts, Business SMEs, Training Specialist, Legal Advisor, Internal Auditor,
Operations, etc.)

RESPONSIBILITY ASSIGNMENT MATRIX (RAM)
• A responsibility assignment matrix, also known as RACI matrix or linear responsibility chart (LRC),
describes the participation by various roles in completing tasks or deliverables for a project or
business process. It is especially useful in clarifying roles and responsibilities in cross-
functional/departmental projects and processes.
• RACI is an acronym that was derived from the four key responsibilities most typically used:
– Responsible, Accountable, Consulted, and Informed.
• There is a distinction between a role and individually identified people:
– a role is a descriptor of an associated set of tasks; may be performed by many people; and one
person can perform many roles. For example, an organisation may have ten people who can
perform the role of project manager, although traditionally each project only has one project
manager at any one time; and a person who is able to perform the role of project manager
may also be able to perform the role of business analyst and tester.

KEY RESPONSIBILITY ROLES
• Responsible
– Those who do the work to achieve the task. There is at least one role with a participation type of
responsible, although others can be delegated to assist in the work required (see also RASCI below
for separately identifying those who participate in a supporting role).
• Accountable (also approver or final approving authority)
– The one ultimately answerable for the correct and thorough completion of the deliverable or task,
and the one who delegates the work to those responsible. In other words, an accountable must sign
off (approve) on work that responsible provides. There must be only one accountable specified for
each task or deliverable.
• Consulted (sometimes counsel)
– Those whose opinions are sought, typically subject matter experts; and with whom there is two-way
communication.
• Informed
– Those who are kept up-to-date on progress, often only on completion of the task or deliverable; and
with whom there is just one-way communication.
• Very often the role that is accountable for a task or deliverable may also be responsible for completing it
(indicated by having a role accountable for it, but no role responsible for its completion, i.e. it is implied).
Outside of this exception, it is generally recommended that each role in the project or process for each
task receive, at most, just one of the participation types. Where more than one participation type is
shown, this generally implies that participation has not yet been fully resolved, which can impede the
value of this technique in clarifying the participation of each role on each task.

ALTERNATIVES
There are a number of alternatives to the RACI participation types:
• RASCI : This is an expanded version of the standard RACI, less frequently known as RASIC, breaking the responsible
participation into:
– Responsible - Those responsible for the task, who ensure that it is done as per the approver
– Support -Resources allocated to responsible. Unlike consulted, who may provide input to the task, support help
complete the task.
• RACI-VS: This is an expanded version[6] of the standard RACI, with two additional participation types:
– Verifier - Those who check whether the product meets the acceptance criteria set forth in the product description.
– Signatory -Those who approve the verify decision and authorize the product hand-off. It seems to make sense that the
signatory should be the party being accountable for its success.
• CAIRO : This is an expanded version, of the standard RACI, also known as RACIO with one additional participation type.
– Out of the loop (or omitted) - Designating individuals or groups who are specifically not part of the task. Specifying
that a resource does not participate can be as beneficial to a task's completion as specifying those who do participate.
• DACI : Another version that has been used to centralize decision making, and clarify who can re-open discussions.
– Driver - A single driver of overall project like the person steering a car.
– Approver - One or more approvers who make most project decisions, and are responsible if it fails.
– Contributors - Are the worker-bees who are responsible for deliverables; and with whom there is two-way
communication.
– Informed - Those who are impacted by the project and are provided status and informed of decisions; and with whom
there is one-way communication.

VARIATIONS
There are also a number of variations to the meaning of RACI participation types:
• RACI (alternative scheme)
– There is an alternative coding, less widely published but used by some practitioners and process mapping
software, which modifies the application of the R and A codes of the original scheme. The overall
methodology remains the same but this alternative avoids potential confusion of the terms accountable and
responsible, which may be understood by management professionals but not always so clearly
differentiated by others:
• Responsible - Those responsible for the performance of the task. There should be exactly one person
with this assignment for each task.
• Assists - Those who assist completion of the task.
• Consulted - Those whose opinions are sought; and with whom there is two-way communication.
• Informed - Those who are kept up-to-date on progress; and with whom there is one-way
communication.
• RACI (decisions)
– This alternative is focused only on documenting who has the authority to make which decisions. May be
suitable for use within a small work group.
• Recommends - Responsible to recommend an answer to the decision.
• Approves - Authorized to approve an answer to the decision.
• Consulted - Those whose opinions are sought; and with whom there is two-way communication.,,,,
• Informed - Those who are informed after the decision is made; and with whom there is one-way
communication

RACI APPROACH
• The following approach was used to determine our RACI model.
– From the ASAP Roadmap presented earlier, we identified the various types of artifacts from the
“Deliverables” and “Key Milestones” sections
– Roles were identified, both from this presentation and earlier project documentation
– Each role was assigned to a representative artifact along with their RACI designation.
• The following slides show early results from this process (WIP)..

LIST OF ASAP ARTIFACTS WITH RACI OWNERSHIP
RACI chart is shown for
both business and
project artifacts

LIST OF ARTIFACTS FOR EACH ROLE

NEXT STEPS
• Complete the listing of artifacts and RACI assignments
• Validate the RACI model with Project Team & Business
• Assign “Names & Titles” to each of the roles
• Distribute & publish results

PRESENTERS BACKGROUND
• David Niles (djn_bus@msn.com)
– Director, Systems Development
• USA Federal Government Health Care, Washington DC
– Director Enterprise Infrastructure
• Sanmina-SCI Contract Manufacturing, San Jose CA, Huntsville AL
– Director, Project Control And Service Management
• Sanmina-SCI, Chennai India Guadalajara MX
• Mergers and Acquisitions, DRP, SOX, GSC, PMO
– Sr. Director Support Services
• Burlington Coat Factory, Philadelphia PA
• Change Control, GSC, Asset Management, Field Services, Technical
Services, PMO
– Program Director, Day 2 Wipro
– Special advisor, to the CIO/COO Macmillan Publishing NYC

TOOLKITS USED IN THE ASSISTANCE FOR COLLECTION OF
INFORMATION
• Mindmap
• eCIO Executive Workbench
– Toolkit and examples for all facets of the
workplace for managers, executives and
the individuals contributor
– Email me and I’ll get you a copy

END OF PRESENTATION

eCIO PPT Roles for a SAP and Systems Integration Project

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