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global asap

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can any one explain me abt GLOBAL ASAP

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    author's profile photo Former Member
    Former Member
    Posted on Sep 20, 2007 at 08:45 AM

    hi

    Global ASAP

    R/3 is configured to satisfy the business and strategic needs of many large corporations. The strategic needs and historical IT environment of each of these customer has a significant effect on the way the R/3 System is implemented. One thing unites all these customers: their need to structure the implementation according to a global approach. Global AcceleratedSAP is designed to provide a uniform rollout concept.

    The success of AcceleratedSAP as an implementation methodology has made it clear that global implementations can also be carried out in this way. Global ASAP builds on the existing ASAP methodology, using ASAP’s structured procedure accelerators, modelling methods and tools. Project teams implementing R/3 on a global level will find additional methodological guidance and functionality in the Global ASAP Roadmap.

    Basic Concept of Global ASAP

    The basic concept of Global ASAP is to map all activities not taking place at a local level onto a special structure called the Global Roadmap. This roadmap is then optimally linked to the roll-out roadmaps for the projects at the local level. The goal is to have a preconfigured central system – in the form of one or many templates – and to roll it out locally as often as necessary.

    A preconfigured global system, in the sense of a “global template” is the sum of all common group-specific customizing settings, models, individual templates, etc. These are included in one R/3 System as the sole source of reference for productive systems on the global (that is, corporate headquarters) and local levels (individual companies and plants).

    In contrast to the existing AcceleratedSAP Roadmap, which only supports one implementation strategy, Global ASAP must support various R/3 implementation strategies, which may contain different methods situated at a very high level, such as:

    • Creation of a global reference system with group-wide standards and partial functionality being defined at this level.

    • Extensive mapping of all group units in the reference system, for the subsequent complete rollout

    • Creation of a global template from a template system in order to roll back the software to the local units

    • Implementation of distributed R/3 systems at the same time as the creation and the rollout of a global template

    Furthermore, Global ASAP must also support strategies for implementing R/3 in various local and distributed R/3 systems, as well as support the planning and execution of concurrent projects. Almost all global customers are having to deal with the topic of distributed systems. For this reason, the Global Roadmap contains accelerators for distributed processes as well as test and productive system topologies. The prerequisite for an implementation strategy with distributed processes and global templates is the standardization of organizational units, groupwide processes and data.

    Managing changes is critical in global implementations. This refers not only to the correct communication of change procedures but also to the implementation of change management procedures.

    The communication of changes in global implementations basically involves the same issues as in regular ASAP change management. For this reason, please refer to the section on Change Management in the Chapter AcceleratedSAP.

    Global Roadmap

    The predefined Global ASAP Roadmap with its four phases offers you the following implementation benefits:

    • Proven strategic decisions used as the basis for effectively implementing R/3 and its installation tools

    • The development of groupwide implementation standards

    • The rapid creation of a group reference system and a central productive system for setting up master records, for example.

    • Long-term and cost-effective support and maintenance concepts

    <b>Phase 1: Global Program Setup</b>

    In the first phase, the global implementation program is set up. The workpackages Program Management Preparation (see below) and Global Template Project Setup contain administrative and project planning steps. The workpackage Define Global Strategy is structured to facilitate the holding of senior management workshops and follow-up studies on global implementation strategies.

    The basis of global SAP strategy decisions is formed by carrying out a strategy determination study. This analysis includes modeling the organizational structure, defining the functional scope and key business processes, reporting requirements and the corresponding documentation. After this, the following elements of a global R/3 strategy need to be worked out:

    • System Architecture Strategy

    Describes the IT standards and requirements based on the global system topology of the corporate group.

    • Distribution Strategy

    Describes the distribution of system functionality in a system topology defined for this purpose.

    • Global Design/Configuration Strategy

    Specifies the type and number of reference template systems to be developed.

    • Change Management Strategy

    Describes the type and scope of new implementations and the way change procedures are carried out for users and hardware.

    • Gap Resolution Policy

    Describes the solutions needed to bridge identified gaps in the functionality.

    • Implementation Strategy

    Describes the number, type and way that global templates are rolled out and local systems implemented.

    • Center of Excellence Strategy

    Describes the organization required for training, maintenance and support functions.

    • Customer Implementation Release Strategy

    Examines and describes the procedure for upgrading the R/3 System specific to country and industry solutions.

    • Global Program Structure and Resource Strategy

    Specifies the sequence of the implementation program, its organization and the corresponding allocation of resources.

    The global R/3 strategy determination process is concluded with a Risk Analysis and a presentation to the enterprise’s management, which then leads to the appropriate implementation strategy decisions being made.

    <b>Phase 2: Global Business Blueprint</b>

    The second phase of the Roadmap is characterized by the creation of the development systems and template contents. This includes the reviewing of the scope defined in the setup phase, the training of the template team, and the designing of the template itself.

    The analysis of local and global requirements leads to a detailed model of the business processes necessary at the global level. The standardization of business processes and functions, as well as of best-practice cases is one of the main tasks of a global template. In this connection, the special requirements for business processes and functions running on distributed systems are an important consideration.

    <b>Phase 3: Global Realization</b>

    The work packages in this phase deal primarily with the creation of the global template together with the local units. This phase also describes the way to deal with group-specific customer developments at the global level.

    In order for the concept of a global template to be successful beyond the rollout phase, it is necessary to ensure smooth maintenance handling. The step of Global System Management is therefore particularly important, since it contains the description of the system architecture to be implemented and the management of the systems involved.

    A further important step is the creation of a Customer Competence Center. This organization should be able to carry out first-level support and coordinate all future developments. Global ASAP provides guidelines for the establishment of a Customer Competence Center.

    <b>Phase 4: Global Maintenance and Support</b>

    Besides administrative activities, the phases after the rollout emphasize the support of the local units. Phase 4 contains information on how to tune the local system and optimize business processes. Experiences gained during the rollout should now be incorporated back into the global template and be made available for later installations of R/3. A suitable rollback procedure is also included.

    Global ASAP contains procedures for dealing with ongoing systems operations and the template upgrade procedure relevant to the customer’s implementation release strategy.

    <b>Rollout Roadmap</b>

    The Rollout Roadmap has as its goal the creation of a local productive reference system and, in the case of distributed systems, the provision of a link to a central productive system in order to, for example, set up and maintain R/3 master records.

    The Rollout Roadmap speeds up the implementation process in the local units, so that – depending on the enterprise’s requirements – entire implementation series can be carried out. Redundant project activities can thus be pinpointed and avoided. The advantages of this roadmap are:

    • The realization of groupwide implementation standards, through an efficient rollout in the local units

    • A rollback procedure for the exchange of general experiences, which can then be incorporated into the template. In this way the changes are passed on to the local units quickly and comprehensively.

    <b>Program Management</b>

    The implementation of the R/3 System in large multinational corporations is a more time-consuming and complicated process than for mid-sized companies. For this reason , corporations need to observe certain procedures in order to control costs and avoid the delays that a lengthy rollout might entail. The following graphic shows an example of how global templates can be used to carry out a rollout. On the global level, that is, at corporate headquarters, it is necessary to co-ordinate all activities carried out during implementation and the maintenance/support phase after implementation.

    Within Global ASAP, program management is regarded not as a project, but as the providing of official channels of support for the further development of the template, the ongoing work on group-specific standards and the rollout of the corresponding system functionality. These global activities need to be carried out and clearly defined centrally for all local systems.

    When local project activities are carried out, the program team at the global level is not actually responsible for the productive start of any systems at the local sites. This is the main task of the local project teams. Here it is important to differentiate between tasks carried out at the global and local levels, as well as to differentiate between resources used for development and resources used in the rollout itself.

    The developments described here contain a global implementation strategy based on global templates and distributed system topologies. This is where R/3 customers will reap the greatest benefit. Within Global ASAP, further release strategies and enhancements containing new contents and functions which apply to the Global ASAP Roadmap will follow.

    Reward if USeful

    Thanx & regards

    Naren..

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  • Posted on Sep 20, 2007 at 09:12 AM

    Aparna,

    ASAP is a methodology recommeded by SAP for Implementations..

    The success of AcceleratedSAP as an implementation methodology has made it clear that global implementations can also be carried out in this way. Global ASAP builds on the existing ASAP methodology, using ASAP’s structured procedure accelerators, modelling methods and tools. Project teams implementing R/3 on a global level will find additional methodological guidance and functionality in the Global ASAP Roadmap.

    Basic Concept of Global ASAP

    The basic concept of Global ASAP is to map all activities not taking place at a local level onto a special structure called the Global Roadmap. This roadmap is then optimally linked to the roll-out roadmaps for the projects at the local level. The goal is to have a preconfigured central system – in the form of one or many templates – and to roll it out locally as often as necessary.

    A preconfigured global system, in the sense of a “global template” is the sum of all common group-specific customizing settings, models, individual templates, etc. These are included in one R/3 System as the sole source of reference for productive systems on the global (that is, corporate headquarters) and local levels (individual companies and plants).

    In contrast to the existing AcceleratedSAP Roadmap, which only supports one implementation strategy, Global ASAP must support various R/3 implementation strategies, which may contain different methods situated at a very high level, such as:

    • Creation of a global reference system with group-wide standards and partial functionality being defined at this level.

    • Extensive mapping of all group units in the reference system, for the subsequent complete rollout

    • Creation of a global template from a template system in order to roll back the software to the local units

    • Implementation of distributed R/3 systems at the same time as the creation and the rollout of a global template

    Furthermore, Global ASAP must also support strategies for implementing R/3 in various local and distributed R/3 systems, as well as support the planning and execution of concurrent projects. Almost all global customers are having to deal with the topic of distributed systems. For this reason, the Global Roadmap contains accelerators for distributed processes as well as test and productive system topologies. The prerequisite for an implementation strategy with distributed processes and global templates is the standardization of organizational units, groupwide processes and data.

    Managing changes is critical in global implementations. This refers not only to the correct communication of change procedures but also to the implementation of change management procedures.

    The communication of changes in global implementations basically involves the same issues as in regular ASAP change management. For this reason, please refer to the section on Change Management in the Chapter AcceleratedSAP.

    Global Roadmap

    The predefined Global ASAP Roadmap with its four phases offers you the following implementation benefits:

    • Proven strategic decisions used as the basis for effectively implementing R/3 and its installation tools

    • The development of groupwide implementation standards

    • The rapid creation of a group reference system and a central productive system for setting up master records, for example.

    • Long-term and cost-effective support and maintenance concepts

    Phase 1: Global Program Setup

    In the first phase, the global implementation program is set up. The workpackages Program Management Preparation (see below) and Global Template Project Setup contain administrative and project planning steps. The workpackage Define Global Strategy is structured to facilitate the holding of senior management workshops and follow-up studies on global implementation strategies.

    The basis of global SAP strategy decisions is formed by carrying out a strategy determination study. This analysis includes modeling the organizational structure, defining the functional scope and key business processes, reporting requirements and the corresponding documentation. After this, the following elements of a global R/3 strategy need to be worked out:

    • System Architecture Strategy

    Describes the IT standards and requirements based on the global system topology of the corporate group.

    • Distribution Strategy

    Describes the distribution of system functionality in a system topology defined for this purpose.

    • Global Design/Configuration Strategy

    Specifies the type and number of reference template systems to be developed.

    • Change Management Strategy

    Describes the type and scope of new implementations and the way change procedures are carried out for users and hardware.

    • Gap Resolution Policy

    Describes the solutions needed to bridge identified gaps in the functionality.

    • Implementation Strategy

    Describes the number, type and way that global templates are rolled out and local systems implemented.

    • Center of Excellence Strategy

    Describes the organization required for training, maintenance and support functions.

    • Customer Implementation Release Strategy

    Examines and describes the procedure for upgrading the R/3 System specific to country and industry solutions.

    • Global Program Structure and Resource Strategy

    Specifies the sequence of the implementation program, its organization and the corresponding allocation of resources.

    The global R/3 strategy determination process is concluded with a Risk Analysis and a presentation to the enterprise’s management, which then leads to the appropriate implementation strategy decisions being made.

    Phase 2: Global Business Blueprint

    The second phase of the Roadmap is characterized by the creation of the development systems and template contents. This includes the reviewing of the scope defined in the setup phase, the training of the template team, and the designing of the template itself.

    The analysis of local and global requirements leads to a detailed model of the business processes necessary at the global level. The standardization of business processes and functions, as well as of best-practice cases is one of the main tasks of a global template. In this connection, the special requirements for business processes and functions running on distributed systems are an important consideration.

    Phase 3: Global Realization

    The work packages in this phase deal primarily with the creation of the global template together with the local units. This phase also describes the way to deal with group-specific customer developments at the global level.

    In order for the concept of a global template to be successful beyond the rollout phase, it is necessary to ensure smooth maintenance handling. The step of Global System Management is therefore particularly important, since it contains the description of the system architecture to be implemented and the management of the systems involved.

    A further important step is the creation of a Customer Competence Center. This organization should be able to carry out first-level support and coordinate all future developments. Global ASAP provides guidelines for the establishment of a Customer Competence Center.

    Phase 4: Global Maintenance and Support

    Besides administrative activities, the phases after the rollout emphasize the support of the local units. Phase 4 contains information on how to tune the local system and optimize business processes. Experiences gained during the rollout should now be incorporated back into the global template and be made available for later installations of R/3. A suitable rollback procedure is also included.

    Global ASAP contains procedures for dealing with ongoing systems operations and the template upgrade procedure relevant to the customer’s implementation release strategy.

    Rollout Roadmap

    The Rollout Roadmap has as its goal the creation of a local productive reference system and, in the case of distributed systems, the provision of a link to a central productive system in order to, for example, set up and maintain R/3 master records.

    The Rollout Roadmap speeds up the implementation process in the local units, so that – depending on the enterprise’s requirements – entire implementation series can be carried out. Redundant project activities can thus be pinpointed and avoided. The advantages of this roadmap are:

    • The realization of groupwide implementation standards, through an efficient rollout in the local units

    • A rollback procedure for the exchange of general experiences, which can then be incorporated into the template. In this way the changes are passed on to the local units quickly and comprehensively.

    Program Management

    The implementation of the R/3 System in large multinational corporations is a more time-consuming and complicated process than for mid-sized companies. For this reason , corporations need to observe certain procedures in order to control costs and avoid the delays that a lengthy rollout might entail. The following graphic shows an example of how global templates can be used to carry out a rollout. On the global level, that is, at corporate headquarters, it is necessary to co-ordinate all activities carried out during implementation and the maintenance/support phase after implementation.

    Within Global ASAP, program management is regarded not as a project, but as the providing of official channels of support for the further development of the template, the ongoing work on group-specific standards and the rollout of the corresponding system functionality. These global activities need to be carried out and clearly defined centrally for all local systems.

    When local project activities are carried out, the program team at the global level is not actually responsible for the productive start of any systems at the local sites. This is the main task of the local project teams. Here it is important to differentiate between tasks carried out at the global and local levels, as well as to differentiate between resources used for development and resources used in the rollout itself.

    The developments described here contain a global implementation strategy based on global templates and distributed system topologies. This is where R/3 customers will reap the greatest benefit. Within Global ASAP, further release strategies and enhancements containing new contents and functions which apply to the Global ASAP Roadmap will follow.

    REWARD IF U FINDS THIS AS USEFUL.....

    Regds

    MM

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