Sappress Implementing Sap Customer Competence Cemter

Boris Otto, Jörg Wolter

Implementing SAP® Customer Competence Center

Bonn � Boston

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5

Contents

Preface ....................................................................................................... 11

1 Introduction .............................................................................. 13

1.1 Goals of this Book ....................................................................... 131.2 Target Group ............................................................................... 131.3 Structure of the Book .................................................................. 141.4 Terminology Used ....................................................................... 151.5 Acknowledgements .................................................................... 16

2 An Overview of SAP CCC .......................................................... 17

2.1 Driving Forces ............................................................................. 172.2 Tasks ........................................................................................... 182.3 Fields of Activity ......................................................................... 19

2.3.1 CCC Strategy .................................................................... 202.3.2 CCC Governance ............................................................... 202.3.3 CCC Processes .................................................................. 202.3.4 CCC Technology ............................................................... 202.3.5 CCC Culture and Skills ...................................................... 20

2.4 Success Factors ........................................................................... 212.5 Real-Life Priorities ....................................................................... 21

3 Developing SAP CCC Strategies ............................................... 23

3.1 Motivation .................................................................................. 233.2 Mission Statement and Vision ..................................................... 243.3 Derivation from Business and IT Strategy .................................... 263.4 Strategy Components .................................................................. 28

3.4.1 CCC Services ..................................................................... 293.4.2 CCC Governance ............................................................... 293.4.3 Architecture of the SAP Landscape ................................... 303.4.4 CCC Sourcing .................................................................... 303.4.5 CCC Excellence ................................................................. 303.4.6 CCC Organization ............................................................. 30

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Contents

3.5 Management System .................................................................. 323.6 Roadmap .................................................................................... 343.7 Benefit Contribution ................................................................... 343.8 Summary .................................................................................... 35

4 Governance for SAP CCC .......................................................... 37

4.1 Goals and Tasks ........................................................................... 374.2 Functions of SAP CCC ................................................................. 38

4.2.1 SAP Service Strategy ......................................................... 384.2.2 SAP Service Design ........................................................... 394.2.3 SAP Service Transition ...................................................... 394.2.4 SAP Service Operation ...................................................... 394.2.5 Continual Service Improvement ........................................ 39

4.3 Role Model ................................................................................. 394.3.1 Roles Within the SAP Application Operation .................... 404.3.2 Committee Landscape of SAP CCC .................................... 42

4.4 Assigning Responsibilities ........................................................... 444.5 Alternative Organizational Structures .......................................... 474.6 Make-or-Buy Decisions ............................................................... 504.7 Risk Management ....................................................................... 514.8 Standard Documents .................................................................. 544.9 Summary .................................................................................... 58

5 Processes of SAP CCC ............................................................... 59

5.1 Process Model ............................................................................ 595.1.1 Control Processes of SAP CCC ........................................... 615.1.2 Core Processes of SAP CCC ............................................... 625.1.3 Support Processes ............................................................ 66

5.2 Process Standards for SAP Application Operation ........................ 675.3 Service Level Management ......................................................... 69

5.3.1 Targets of the Service Level Management ........................ 695.3.2 Implementing the Customer Expectations ......................... 695.3.3 Controlling the CCC Resources ......................................... 695.3.4 Internal Marketing ............................................................ 705.3.5 Cost Control ..................................................................... 705.3.6 Responsibilities and Obligations ....................................... 705.3.7 Establishment Procedure .................................................. 71

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Contents

5.4 Service Desk and Incident Management ...................................... 725.4.1 Targets of Service Desk and Incident Management ........... 735.4.2 Simple Incident Report ..................................................... 735.4.3 Use of Effective Tools ........................................................ 735.4.4 Smooth Cooperation with SAP ......................................... 745.4.5 Identification of Improvement Potentials .......................... 745.4.6 Responsibilities and Obligations ....................................... 745.4.7 Procedure for Establishing an End-to-End Support Process 77

5.5 Information Management ........................................................... 795.5.1 Goal of Information Management ..................................... 795.5.2 Establishment Procedure .................................................. 80

5.6 Contract Management ................................................................ 835.6.1 Goals of Contract Management ........................................ 835.6.2 Responsibilities and Obligations ....................................... 835.6.3 Establishment Procedure .................................................. 84

5.7 Coordination of Development Requests and Change Management .................................................................. 845.7.1 Goal of Change Management ........................................... 855.7.2 Responsibilities and Obligations ....................................... 865.7.3 Establishment Procedure .................................................. 87

5.8 Procedure for Developing the Process Model .............................. 885.8.1 Vision of Process Management ......................................... 885.8.2 Process Model .................................................................. 885.8.3 Process Analysis ................................................................ 895.8.4 Process Governance .......................................................... 905.8.5 Process Projects ................................................................ 905.8.6 Process Operation ............................................................ 915.8.7 Process Optimization ........................................................ 91

5.9 Summary .................................................................................... 92

6 Architecture Management and SAP Solution Manager ........... 93

6.1 Architecture Management .......................................................... 936.2 Architecture Standards ................................................................ 966.3 SAP Solution Manager ................................................................ 98

6.3.1 Standard Scenarios ........................................................... 1006.3.2 New Standard Functions ................................................... 1016.3.3 Enablement Packages ....................................................... 1026.3.4 Integration Packages ......................................................... 102

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Contents

6.3.5 Role-Based Process Support in SAP Solution Manager ...... 1036.4 Implementation of SAP Solution Manager .................................. 1046.5 Value Assessment for SAP Solution Manager ............................... 1046.6 Summary .................................................................................... 106

7 Competences and Qualification for the CCC Organization ...... 107

7.1 Key Qualifications ....................................................................... 1077.2 Qualification ............................................................................... 1107.3 SAP Learning Solution ................................................................. 1137.4 Summary .................................................................................... 116

8 Procedure for Establishing SAP CCC ........................................ 117

8.1 CCC Maturity Degree .................................................................. 1178.2 Developing the Roadmap ........................................................... 1208.3 Organizational Change Management .......................................... 1228.4 Summary .................................................................................... 124

9 SAP Services for the CCC Organization .................................... 125

9.1 CCC Community ......................................................................... 1259.2 SAP CCC Service Portfolio ........................................................... 126

9.2.1 CCC Vision and Strategy Development ............................. 1279.2.2 CCC Assessment ............................................................... 1279.2.3 CCC Setup and CCC Development .................................... 1289.2.4 Solution Operations Readiness Assessment (SORA) .......... 1289.2.5 Solution Operations Competence Assessment (SOCA) ...... 1289.2.6 CCC Certification .............................................................. 1299.2.7 CCC E2E Operations Certification ..................................... 129

9.3 CCC Certification Program ........................................................... 1309.3.1 CCC E2E Operations Certification ..................................... 1319.3.2 Benefits of Certified SAP CCCs .......................................... 132

9.4 Summary .................................................................................... 132

Contents

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Contents

10 Outlook ..................................................................................... 133

Appendices ....................................................................................... 137

A Roles .................................................................................................... 139A.1 Business Area: User ..................................................................... 139A.2 Business Area: Key User .............................................................. 139A.3 Business Area: Business Process Champion (Business Domain

Owner, Business Process Expert) ................................................. 140A.4 IT: Service Desk Agent ................................................................ 141A.5 IT: Application Management Expert ............................................ 143A.6 IT: Business Process Expert .......................................................... 144A.7 IT: Interface/Integration Expert ................................................... 145A.8 IT: Technology Expert .................................................................. 146A.9 IT: Technical Administrator .......................................................... 146A.10 IT: Development Expert .............................................................. 148A.11 Enterprise SOA: Enterprise Service Developer ............................. 150A.12 Enterprise SOA: Enterprise Service Tester .................................... 151A.13 Enterprise SOA: IT Infrastructure Architect (Technical Architect) ... 152A.14 Enterprise SOA: Enterprise Service Portfolio Manager ................. 153A.15 Enterprise SOA: Enterprise Service Owner .................................. 154A.16 Enterprise SOA: Enterprise Service Architect ............................... 155

B Management of Global SAP Templates ................................................. 157B.1 Concepts and Scenarios .............................................................. 157B.2 Request Process .......................................................................... 160

C Literature ............................................................................................. 163D The Authors ......................................................................................... 165

Index ........................................................................................................... 167

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17

An Overview of SAP CCC2

SAP Customer Competence Center (SAP CCC) is an organizational unit of the cus-tomer enterprise that bundles the SAP competences. Its basic purposes are to con-solidate the SAP resources in an enterprise and function as a link between the user department and IT organization.

This chapter first provides an overview of the driving force for the integration of SAP CCC as well as its main tasks. It then describes the fields of activity that are relevant for designing SAP CCC. Finally, the chapter identifies the success factors and introduces the results of a current survey of the priorities of CCC managers.

Driving Forces2.1

SAP CCC basically serves to continuously improve the support of business pro-cesses with SAP solutions by enabling you to increase the effectiveness and effi-ciency of business processes (see Figure 2.1).

ProcessPerformance

Enterprise’sSuccess

CCCPerformance

Direct IT Support of the Enterprise’s Success

Direct Support of theProcess Performance

through IT

Direct Support of theEnterprise’s Success

through Process Performance

Efficiency

Effectiveness

Driving ForcesFigure2.1

The effectiveness of SAP CCC is, among other things, indicated by the following effects:

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AnOverviewofSAPCCC2

You can more easily fulfill the business requirements and cover the business EE

processes by using SAP solutions.

The objectives of the enterprise are supported, for example, reducing the pro-EE

cess costs and lead times.

The adaptability and flexibility of the IT operation increase with respect to EE

changing requirements of the user departments.

Innovative solutions are developed by means of innovative technologies, such EE

as Radio Frequency Identification (RFID).

The usage rate of SAP solutions grows in the enterprise.EE

SAP CCC increases the efficiency of the enterprise by:

Improving the investment control, for example, by using an optimized SAP EE

release strategy and the SAP Resource and Portfolio Management (SAP RPM) solution for the IT project portfolio management

Promoting the standardization and harmonization of the IT landscapeEE

Improving the cost management of IT services, for example, by outsourcing EE

development activities

Professionalizing the SAP project management, for example, by using SAP EE

roadmaps

Reducing the dependency on external consultants, for example, by using best-EE

practices for implementation and operation

Tasks2.2

Due to the customer-specific design of SAP CCC, it has a varying range of tasks. However, most of the support organizations have the same focus when establish-ing SAP CCC:

Providing a central point of contact for SAP solutions within and outside the EE

customer organization

Mapping an end-to-end solution support for holistic support and monitoring EE

of business processes

Consulting for, implementing, operating, and optimizing SAP solutionsEE

Linking the user departments with the operational SAP businessEE

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FieldsofActivity 2.3

The responsibility for the support of efficient implementations and permanent development, maintenance, and quality assurance of SAP solutions, for example, further specify these tasks.

As an interface to SAP, SAP CCC also coordinates the collaboration with SAP employees from the support, consulting, sales, training, and development depart-ments. This collaboration includes operational tasks, such as problem handling and solving, as well as an early knowledge transfer regarding new solutions.

Many enterprises have also contracted for SAP CCC setups because you require a certification by SAP to grant discounts for the maintenance costs. This certification is linked to the integration of specific SAP CCC basic functions.

Fields of Activity2.3

From the experience with numerous customer projects, SAP has derived five basic fields of activity that are considered essential and, in this sense, as best practices for setting up SAP CCC (see Figure 2.2).

BEST-RUNCCC

CCC Governance

CCC Processes

CCC Technology

CCC Cultureand Skills

CCC Visionand

Strategy

CCC Fields of ActivityFigure2.2

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AnOverviewofSAPCCC2

CCC Strateg2.3.1 y

The CCC strategy is responsible for the integration of SAP CCC with the IT strat-egy and thus indirectly with the business strategy. It contains a strategic model, including a mission statement of the major objectives, and also provides informa-tion on the management system and the benefit contribution of SAP CCC and the business objectives.

CCC Governan2.3.2 ce

SAP CCC is not isolated from the rest of the organization. Instead, it is linked to numerous other organizational units and external actors. A governance model speci-fies which tasks and functions are relevant for these relationships, which roles and committees they involve, and how freedom of decision and responsibilities are defined.

CCC Proces2.3.3 ses

Like the organizational embedding, the process organization also lays the founda-tion for the operational operation of SAP CCC. You must design the processes in a way that the CCC resources can be used as effectively and efficiently as possible. Consequently, the SAP recommendations for the SAP CCC processes are based on established standards, such as ITIL, and best practices, such as SAP Standards for Solution Operations.

CCC Technolog2.3.4 y

The CCC processes achieve only a high efficiency if you use the appropriate tools. The SAP Solution Manager provides a central technology for the user operation.

CCC Culture and Skil2.3.5 ls

The requirements for the qualification of the SAP CCC employees are changing. In the future, you will require comprehensive business process expertise and knowl-edge about new technologies. Among other things, you also need a role-based qualification strategy for these changed requirements.

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Real-LifePriorities 2.5

Success Factors2.4

You can derive numerous central success factors by analyzing customer projects:

The management from the user department and IT organization supports the EE

setup and further development of SAP CCC.

The user departments and IT in the enterprise are closely linked.EE

The user department and IT organization are aware of a comprehensive service EE

management. This is indicated, for example, by considering the IT an organiza-tional unit that creates added value and doesn’t only incur costs.

A comprehensive innovation management is integrated.EE

The necessary resources are available for the CCC transformation process in the EE

user department and IT organization.

Real-Life Priorities2.5

The diversity of SAP CCC tasks is reflected in the results of a survey among 200 CCC managers. The survey intended to identify the most important subject areas in real-world CCC implementations (see Figure 2.3).

Implementation of Enterprise-Strategic Projects 1.781Development of Business Process Knowledge in CCC Organization 1.912Improvement of CCC Service Quality 1.973Recruitment, Training, and Retention of CCC Personnel 2.094Improvement of CCC Project Management 2.265Indication of Value Contribution of CCC Organization 2.316Establishment of CCC Governance 2.537Flexibility of Technological Infrastructure (e.g., Enterprise SOA) 2.608Usage of Measurement and Leading Values in CCC Organization 2.619

CCC Priorities (1 = Top Priority to 5 = No Priority) Source: DSAG/SAP 2007Figure2.3

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AnOverviewofSAPCCC2

According to this survey, the three most important subject areas are the following:

Implementationofenterprise-strategicprojectsEE More than 85% of all participants consider the support of enterprise-strategic projects as a high or the highest priority of the CCC organization.

ImprovementoftheCCCservicequalityEE To fulfill the increased requirements of the business areas for the CCC organiza-tion, the organization must provide reliable services.

DevelopmentofbusinessprocessknowledgeinEE theCCCorganization Eight out of ten participants specify that the development of knowledge in technical issues is absolutely necessary.

These three topics show that today an SAP CCC cannot merely be restricted to working according to the rules. Moreover, it is supposed to actively design and promote transformation processes in an enterprise on the basis of SAP solutions.

This requires an integrated management of the CCC organization that comprises all fields of activity that are mentioned in Section 2.3.

This book uses real-world experience to support you in implementing SAP CCC successfully.

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Developing SAP CCC Strateg3 ies

Setting up SAP CCC becomes a task with strategic dimensions due to the enter-prise-wide scope of SAP solutions and their use for the support of core business processes.

This chapter outlines how you can design an SAP CCC strategy, ensure a smooth integration with the business and IT strategy of your enterprise, set up a manage-ment system, and develop a suitable CCC roadmap.

Motivati3.1 on

Setting up SAP CCC is always linked with the far-reaching decision to implement SAP as the standard software in your enterprise. In this context, different objec-tives are pursued; for example, SAP solutions enable the integrated and continu-ous support of business processes across enterprise and business areas. Vendors as well as customers can be integrated with the process chains here. This integration reduces the gaps in the business processes, counteracts redundant data mainte-nance, and decreases the process lead times. Employees are provided with busi-ness information according to their respective roles.

Due to this importance for the enterprise and to ensure a holistic management of the SAP solutions, you require a superordinate CCC strategy. Such a strategy enables you to ideally exploit the benefits of SAP CCC:

Fast adaptability to continuously changing business requirementsEE

Immediate availability of expertise for business processes and the correspond-EE

ing SAP solution

Long-term plannability and controllability of the strategic business process EE

architecture

Cross-departmental cost control for the entire lifecycle of the SAP solutionsEE

Reduced IT costs through continuous optimization of the IT infrastructureEE

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DevelopingSAPCCCStrategies3

Fewer problems and escalation events in the IT operationEE

Accelerated communication channels between SAP and the customer EE

enterprise

A sustained CCC strategy includes a model and a mission statement. It comprises strategic targets and statements about how these targets are achieved and how the degree of target achievement is measured. A CCC strategy should meet the follow-ing requirements:

Integration of the CCC strategy with the business and IT strategyEE

Clear alignment of the CCC strategy with the requirements of the departments EE

and the business objectives of the enterprise

Long-term planning horizonEE

The following sections include examples of CCC strategies of some enterprises:

“We create a permanent center of SAP specialist competence within the group EE

to support the implementation, enhancement, and operation of the shared business processes and systems.”

“We want to offer support at the business level to provide precise information EE

in a timely manner at lowest possible costs.”

“SAP CCC is supposed to function as an internal service provider to support and EE

develop SAP activities in order to directly contribute to the successful business processing.”

Mission Statemen3.2 t and Vision

A mission statement for SAP CCC defines the long-term orientation, concepts, and ideals of the CCC organization. Examples of such statements include the following:

“There is no better way to run SAP.”EE

“We want to support our business areas to achieve clear, sustained, and consid-EE

erable business benefits through the use of SAP solutions and to create an excel-lent organization that can attract, develop, and inspire extraordinary people to retain them for the enterprise.”

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MissionStatementandVision 3.2

“Our SAP CCC creates value-oriented SAP solutions to support innovation, EE

growth, and profitability.”

“Accelerate the use of SAP to support the business strategy — growth and EE

enhancement in value.”

The mission statement is further detailed in a strategic vision for SAP CCC. This model specifies the overall image and creates a common understanding of how the mission statement is to be implemented.

Figure 3.1 illustrates the different dimensions of such a strategic vision based on a customer example. The guidelines for the employees and their working method, the quality of the CCC services, and the used CCC tools are predefined. These cri-teria can be used to subsequently measure the management and employees. In this example, the dimensions of the CCC strategy orient toward the SAP slogan “The best-run businesses run SAP” and consequently specify the mission statement to make a contribution so that the enterprise is among the best of its industry segment.

The CCC is technology leader within and outside the enterprise.

Our business areas are ourpartners and always satisfied

with our service.

We assume responsibility and workeffectively and efficiently.

Motivated, satisfied, qualified, and service-oriented employees work in the CCC.

Our services are transparent, measurable, and oriented towards the individual requirements of our

customers.

We are the driving forcefor standardization and

continuous quality improvements.

The effective usage of powerfultools ensures high

availability.

The Best-Run Businesses Run SAP

Example of a CCC VisionFigure3.1

Real-world experience shows that the development of a mission statement and strategic model results in several decisive benefits:

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Holistic clarification of the course of action of each employeeEE

Promotion of shared values among the CCC employeesEE

Focus of the organization on shared targets, particularly during the developing EE

stage and in critical situations

Sustained motivation of SAP CCC’s management and employeesEE

Balance of competing and contradictory interests of the various stakeholdersEE

Superordinate value system for decision-making supportEE

During the development of the mission statement and the strategic vision, you should include all stakeholders — and particularly the employees — in the strategy development process. This increases the acceptance and stability of a strategy.

Derivation from Business and IT Strategy3.3

Within an enterprise, IT is not just used as an end in itself but helps to achieve the business targets. As a result, the IT strategy must be aligned with the business strategy to measure the value proposition of IT.

The strategy for SAP CCC provides a measurable specification of the IT strategy for that part of the IT organization that is responsible for the SAP solution landscape within the enterprise. Current trends, existing risks, and future options directly influence the modeling of the CCC strategy. The influencing factors arise from the CCC environment, that is, technological innovations (e.g., enterprise SOA and Dynamic Global Positioning System, DGPS), organizational basic conditions of the enterprise (e.g., restructurings), changed customer requirements, and increased service awareness.

Additionally, the CCC strategy considers the initial situation so that you can mea-sure and compare the effects of strategic measures. To record the initial situa-tion, SAP offers assessments that determine the core competencies of SAP CCC and implement an analysis of strengths and weaknesses, for example.

Moreover, the strategy comprises statements about the instruments used for the implementation. These include widely accepted standards of the IT service man-agement, such as ITIL and Control Objectives for Information and Related Technology

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DerivationfromBusinessandITStrategy 3.3

(CobiT). CobiT provides the framework for the processes and their control mod-ules for the IT infrastructure. (For more information refer to [Schöler 07].)

The value of a CCC strategy directly depends on the targets’ quality that is to be achieved. Therefore, the SMART principle applies to the strategic target system of SAP CCC: The targets are to be Specific, Measurable, Achievable, Realistic, and Timely.

The target system can then be transferred to a measure system via key performance indicators (KPI). An example of such a KPI is the ratio of costs for operating appli-cations and systems and the total IT costs. The strategy of SAP CCC could then include the strategic target to reduce the operating cost KPI from 67% to 65%, for example.

Figure 3.2 illustrates the measure system of a practical example in the dimensions of a balanced scorecard (BSC) [Kaplan 97].

Customer Satisfaction

SLA Fulfillment

Project Fulfillment

< 2.0

> 98%

> 85%

… …

Customer Perspective

…

Employee Satisfaction

Fluctation Rate

Percentage of Internal/External IT Employees

…

< 1.9

< 10%

> 90%

Innovation Perspective

…

IT Costs/Turnover

IT Investments/Turnover

IT Operating Costs

< 1.9%

< 0.7%

< 65%

…

Financial Perspective

Process Maturity

Unplanned RFCs

Capacity Load Utilization

…

> 3.2

< 10%

> 80%

…

Process Perspective

Measure SystemFigure3.2 – Customer Example

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For this purpose, a detailed description of the KPIs is required for the dimensions, name, data determination, data preparation, and reporting, in the form of a KPI information sheet [Kütz 07]. The target system and the measure system constitute the management system of SAP CCC (see Section 3.5).

You can then derive measures from the strategic targets that will be used to achieve the targets. The strategic measures, in turn, can be bundled to form a CCC road-map and can be aligned with the superordinate budget specifications and the IT project portfolios.

Figure 3.3 shows an overview of the entire strategy development process for SAP CCC and the corresponding implementation.

Trends Risks Chances

Technology Organization Customer Services etc.

CCC Assessment� Core Competencies� Strengths/Weakn.� etc.

Methods� ITIL� CobiT� etc.

CCC Targets

KPI

Measures

Budget, Strategic Projects

CCC Roadmap

Business Strategy IT Strategy

CCC Strategy

Strategy Developm

entStrategy Im

plementation

Developing a CCC StrategyFigure3.3

Strategy Components3.4

The strategy for SAP CCC orients toward the IT strategy of an enterprise and devel-ops it considering the SAP-specific issues of the IT organization. These SAP-specific

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StrategyComponents 3.4

issues derive from the components that are defined within the framework of an IT strategy. SAP identifies six basic components of an IT strategy (see Figure 3.4).

The strategy of SAP CCC must make statements taking into account these six key aspects as described in the following sections.

Business Strategy

IT Governance

IT Architecture

IT Sourcing

IT Excellence

IT Strategy

IT Organization

IT Services

IT Strategy FrameworkFigure3.4

CCC Service3.4.1 s

CCC services include the service to operate SAP solutions and to make them avail-able to the users. This service is provided based on the SAP IT Service & Application Management (for more details refer to [Schöler05]), which is an enhancement of ITIL customized to the requirements of SAP solutions.

A typical example of a CCC service is the operation of a business application, such as SAP Customer Relationship Management (SAP CRM).

CCC Governanc3.4.2 e

CCC governance is the framework that determines the basic functions and deci-sion areas in the context of SAP CCC, makes statements about the roles involved

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(from departments, IT organization, and external service providers), and assigns responsibilities. For example, the CCC governance must make statements about the standards to be used by the SAP application operation and who is involved in the decision about the enterprise-internal release planning for SAP solutions.

Architecture of the SAP Landscape3.4.3

The central task of SAP CCC is to operate and further develop the SAP appli-cation landscape within the enterprise. For this purpose, the SAP architecture management must provide information, for example, which SAP solutions are used for functional and technical requirements, how the development plan of the SAP landscape must look, and how concepts, such as enterprise SOA, are to be implemented.

CCC Sourcin3.4.4 g

The SAP CCC sourcing analyzes the SAP-related IT value chain within an enterprise and defines which CCC services are performed by the enterprise and which are bought on the market.

CCC Excellenc3.4.5 e

CCC excellence describes the professional implementation of the SAP CCC strategy by means of governance concepts as well as the management of CCC services in the lifecycle phases: plan, build, and run. SAP has compiled its experience from customer projects in the guides, SAP IT Service & Application Management [Schöler 2005], and SAP Standards for Solution Operations.

CCC Organizatio3.4.6 n

Drawing on the future requirements of SAP solutions within the enterprise, mea-sures must be planned and implemented for structuring and developing the CCC organization.

Figure 3.5 shows a customer example for the definition of the architecture strategy component for SAP CCC as well as for its alignment with the business strategy.

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StrategyComponents 3.4

Business Strategy

Simplification

Reduced Total Costof Ownership (TCO)

Process Standardization

SAP Industry Solution Map

Pre-Configuration

Pre-Integration

DifferentiationImproved

Customer Service

Reduced Lead Time& Product Innovation

Enterprise SOA

Innovation

Flexibility

Implementation

Support of Business Extensions

Minimization of Business Failures

SAP NetWeaver

Open-Suite Solution

Integration Platform

Architecture

Deriving the Strategy Component “Architecture” – Customer ExampleFigure3.5

The strategic directions of the business strategy have been operationalized for the architecture of the SAP landscape so that they can be assigned to different effec-tive directions of the SAP solutions used in the enterprise. For a concrete example, this means:

EnterpriseEE Service-Oriented Architecture Service-oriented architectures are based on the concept of modularization and reusability of software components. This modularization promotes the simple and rapid support of new business processes, and the re-use of individual ser-vices in different processes.

SAPEE Industry Solution Map SAP is the industry-leading enterprise and provides an integration solution that is required to support your core and control processes. Therefore, the following prioritization applies to the IT support of your processes:

Priority 1: SAP softwareEE

Priority 2: Standard softwareEE

Priority 3: Customer development based on SAP technologiesEE

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SAPEE NetWeaver SAP NetWeaver is the technology and infrastructure platform for most of the current and all future SAP developments and products. SAP NetWeaver enables the continuous reorganization of all products to the principles of a service-oriented architecture. The use of SAP NetWeaver therefore constitutes the basic module of the IT strategy.

Management Syst3.5 em

After you analyze the business and IT strategy and define the strategic basic condi-tions for SAP CCC, you then define concrete targets. In real-world scenarios, the description of the target with a planning period of three to five years has proven itself.

Moreover, it’s advisable to restrict the definition of targets to a manageable num-ber. Three to five strategic targets constitute a reasonable range that allows for the focusing of resources to the most critical topics and also ensures that you don’t get “bogged down” in a multitude of competing initiatives.

In addition, you must coordinate the KPIs and targets with all participants and ide-ally integrate them with the development of targets. Your motto should be “Direct involvement of those who will be affected by the project.” Thereby, you achieve a high transparency both for how you measure the attainment of targets and the interpretation of KPI values.

Figure 3.6 illustrates an exemplary target matrix for SAP CCC. Because the target matrix is based on the dimensions of a BSC, it can be supported via tools such as Outlooksoft.

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ManagementSystem 3.5

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CCC Target MatrixFigure3.6

258 Book.indb 33 11/5/08 3:36:42 PM

34


Roadmap3.6

After you’ve aligned SAP CCC with the IT strategy and defined the strategic target system, you then define a CCC roadmap in the next step. A roadmap is enterprise-specific and depends on various influencing factors, such as the following:

Targets of the CCC organizationEE

Current degree of maturity of CCCEE

Planned functionsEE

Resources availableEE

A roadmap therefore bundles several individual measures that all contribute to achieving the strategic CCC targets. Consequently, the roadmap must be created in close coordination with risk management, stakeholder management, and cost/benefit analysis.

Benefit Contribution3.7

Enterprises that operate SAP CCC can significantly reduce the costs for the SAP system operation. For example, the costs for logged-on users are reduced by 13% and for full-time users by 17% [ASUG 07].

Additionally, SAP CCC allows for many further benefit potentials (see Figure 3.7).

Improvement of Business Processes 2.051

Provision of Central Financial and Management Information 2.112

Optimization of the Goods & Information Flow with Business Partners 2.383

Reduction of the Overhead Costs 2.524

Improvement of Customer Service and Customer Retention 2.535

Extension of Product Range with New Products and Services 2.906

Integration of Partner Network 2.947

Improvement of Sales Efficiency 3.068Development of New Distribution Channels 3.479

Value Contributions of SAP CCC (1=Very High Contribution to 5=Very Low/No Figure3.7Contribution) Source: DSAG/SAP 2007

258 Book.indb 34 11/5/08 3:36:42 PM

35

Summary 3.8

Besides the monetary benefit, CCC managers consider the improvement of process performance for business and specialist areas as the most valuable contribution of SAP CCC.

SAP has developed the value assessment method to identify and evaluate benefit potentials, as shown in Figure 3.8. This procedure compares the initial situation of the enterprise with best practices and benchmark data.

Initialization Data Entry Benefit/Cost Analysis Calculation Result

Presentation

� Definition of Targets and Success Values

� Definition of Methods and Tools

� Creation and Adoption of theModel for Enteringthe Benefit andCost Dimension

� Project Planning

� Kickoff

� Entry ofRelevant Data(e.g., Value Contribution, Effects on Process)

� Definition ofPrinciples

� Specification of KPIs andCost Matrix

� Checking Data for Completeness and Plausibility

� Determination of Benefit andCost Drivers(StructuredWorkshops/ Interviews)

� Analysis of KPIs

� Definition of Baseline

� MonetaryEvaluation of KPIs/ Benefits and Costs ($)

� Calculation of NetCash Flow, Net Present Value, Internal Interest, Rate, PaybackPeriod

� Review of theResults throughControlling

� Documentation and Presentation of Results

SAP Procedure Model Value AssessmentFigure3.8

Summary3.8

The establishment of SAP CCC has strategic dimensions in many enterprises because they support most business processes through SAP solutions (frequently on a global scale). A corresponding CCC strategy requires a vision and a mission statement, on the one hand, and the basic principles of various strategic com-ponents of CCC, such as governance and SAP architecture, on the other. It also includes strategic targets of CCC that are derived from the business and IT strat-egy and are controlled by a management system. A roadmap bundles all activities that are necessary to achieve the strategic targets. A continuous benefit analysis is required to make the contribution of CCC to the business targets transparent. For this purpose, the SAP value assessment approach helps you identify and evaluate the benefit potential.

258 Book.indb 35 11/5/08 3:36:42 PM

167

A

Americas’ SAP Users’ Group (ASUG), 125Architecture management, 93Architecture of the SAP landscape, 30

B

Balanced scorecard, 27, 32Benefit contribution, 34Blended-learning approach, 110Business process and interface monitoring, 67

C

CCC assessment, 26, 127CCC certification, 59, 129, 130CCC culture and skills, 20CCC E2E Operations Certification, 129, 131CCC excellence, 30CCC governance, 20, 29CCC maturity degree, 117CCC organization, 30CCC processes, 20CCC process model, 60CCC roadmap, 23, 28, 34CCC services, 29CCC setup and CCC development, 128CCC sourcing, 30CCC strategy, 20

Components, 28Development, 28Examples, 24Requirements, 24

CCC technology, 20CCC Vision and Strategy Development, 127

CertificationInitial, 130Recertification, 131

Change control management, 67Change management, 84Change request management, 67CobiT, 27, 54Compliance, 51Contract management, 59, 83Control processes, 60, 61, 62Coordination of development requests, 59Core process, 60, 62

D

Data integrity, 67Data volume management, 67Development plan, 96Development requests, 84DMAIC, 91

E

Enablement packages, 99, 102End-to-end business process, 109Enterprise Service-Oriented Architecture, 31Enterprise SOA readiness, 68Exception handling, 67Expertise on Demand, 135

F

First-level support, 77Fourth-level support, 78Functions of SAP CCC, 38

Index

258 Book.indb 167 11/5/08 3:37:17 PM

168

Index

G

German-speaking SAP User Group (DSAG), 125Governance, 37Governance model, 37

I

Incident, 72Incident management, 68, 73Information management, 59, 79Integration packages, 99, 102International Competence Center Community, 125ISO standard 17799, 54ITIL, 20, 38, 59, 60

J

Job scheduling management, 68

K

Key qualification, 107KPI, 27

L

Learning map, 114

M

Management system, 28, 32Marketing

Channel, 82Mix, 82Strategy, 80

Measure system, 27, 28Minimum documentation, 68Mission statement, 24Model, 24

O

Organizational change management, 122Organizational structure, 47Outsourcing, 50Outtasking, 50

P

Process analysis, 89Process governance, 90Process model, 59, 88Process operation, 91Process optimization, 91Process projects, 90

R

RACI, 46Remote supportability, 68Responsibilities, 44Responsibility matrix, 44Risk management, 51Roadmap, 117, 120Role model, 39Roles

Application management expert, 143Business process champion, 140Business process expert (IT), 144Development expert, 148Enterprise service architect, 155Enterprise service developer, 150Enterprise service owner, 154Enterprise service portfolio manager, 153Enterprise service tester, 151Interface/integration expert, 145IT infrastructure architect (technical architect), 152Key user, 139Service desk agent, 141Technical administrator, 146Technology expert, 146User, 139

Root cause analysis, 68

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169

Index

S

SAP CCC, 17Driving forces, 17Effectiveness, 17Efficiency, 18Fields of activity, 19Motivation, 23Real-life priorities, 21Strategy, 23Success factors, 21Target matrix, 32Tasks, 18

SAP Industry Solution Map, 31SAP Learning Solution, 113, 115SAP NetWeaver, 32SAP Solution Manager, 20, 93, 98, 99, 100, 103, 104, 105SAP Solution Manager Service Desk, 74SAP Standards for Solution Operations, 20, 59, 110Second-level support, 77Service desk, 59, 72, 73Service level management, 59, 69Solution map, 95Solution Operations Competence Assessment (SOCA), 128

Solution Operations Readiness Assessment (SORA), 128Standards for Solution Operations, 67Support processes, 60, 66System administration, 68System monitoring, 68

T

Target system, 28Third-level support, 77Transactional consistency, 67

U

Upgrade, 68

V

Value assessment, 35, 104Versatilist, 107Vision, 24

258 Book.indb 169 11/5/08 3:37:17 PM