ASAP Implementation Roadmap is delivered as a html version.

ASAP Implementation Roadmap is delivered through SAP Marketplace.

ASAP Implementation Roadmap is delivered through a Value SAP CD.

ASAP Implementation Roadmap is delivered through SAP Solution Manager

ASAP Implementation Roadmap is delivered by SAP Project Managers who can create project specific roadmaps using Roadmap Composer tool.

Reduced number of roadmap structure levels compared to previous releases.

Kept the same levels concept to Phases / Work Streams / Deliverables / Sub-Deliverables.

Changed the levels concept to Phase / Deliverable / Task.

Contains a prescriptive delivery approach.

Agile built into core methodology.

Project Preparation Phase

Operate Phase

Business Process Management Phase

Final Preparation Phase

Bid Management Phase

Plan Project - Design Solution - Build Solution - Test - Hand It Over to IT - Operate

Project Launch - Requirements and Design - Build - Go Live - Operate - Optimisation

Project Preparation - Business Blueprint - Realisation - Training - Go Live Support - Operate

Project Preparation - Business Blueprint - Realisation - Final Preparation - Go Live Support - Operate

Phases, Deliverable groups and Work Packages

Project Quality Gates, Business Processes and Review Services

Phases, Deliverables and Tasks

Phases, Sub-Deliverables and Outputs

On the task level in the ASAP roadmap.

In SAP Solution Manager in RMMAIN transaction on the right bottom side of the screen.

In the off-line html version of ASAP methodology in the body of the topic description.

In the ASAP html version on the bottom right side of the screen on the Accelerator tab.

In the CPI templates

Project team training plan

Project objectives and benefits

Project organisational chart

Solution architecture diagram

The project team members attend Level 1 training.

The setup of Project IMG and definition of Customising Convention and Standards is confirmed during the Project Preparation phase Kick-Off Meeting.

The Project Preparation Phase Kick-Off workshop should launch the SAP project to the entire company providing key information to a wide group of people.

Some of the key deliverables of this phase is a customer project specific Project Management Plan.

The OCM team analysis of the stakeholder helps detect the level of acceptance or the general attitude regarding the project on the part of all key stakeholders, as well as the ways they can influence the project.

Define the goals and objectives of the project.

Set-up the project organisation.

Set-up of the project support tools and systems.

Allocate resources.

Set-up the Helpdesk.

Allocate Resources

Define Project Organisation

Prepare Project Charter Document

Assign Roles and Responsibilities

Complete Communication Management Plan

Stakeholder Analysis

Project Scope Statement

Project Management Plan

Project Schedule and Budget

Project Charter

Participate in the project planning activities and manage the execution of projects according to plan.

Approving strategies, implementation plan, project scope and milestones.

Manage the financial aspects of the project: budgeting and estimate to actual variance.

Ensure proper use of project management methodology, standards, tools processes and procedures.

Proactively identify changes in work scope and ensure appropriate planning measures are taken with internal and external stakeholders to reassess and amend the scope of work requirements, budget and timeline.

The key objectives of Project Standards are to document, approve and communicate Project Standards in accordance with the Scope Management Plan.

The key objectives of Project Standards are to identify, define, approve, and communicate standards related to project execution activities.

Project Standards is defined only on next planning phase.

Project Standards are elaborated throughout the project initiating phase only.

Project Standards defines methods to initiate the specific SAP software implementation project standards and procedures that are assumed for the aspect of programme planning.

Change control is necessary because projects seldom run exactly according to plan. The integrated change control process is performed from project inception through completion.

First you should implement an integrated change control process and have it approved by the customer project manager. After that, all project changes should be formally documented using the change request process, form and log.

Types of project changes that can positively or negatively impact a project include: changes in scope, changes in resourcing, changes to timelines/schedules, changes in quality and changes in cost.

Change requests should be documented and maintained in a single central change management repository.

The owner of integrated change control processes are SAP Project Manager and Customer Project Manager where the frequency of reviewing change requests and change logs should be on a weekly basis.

To ensure that the Phase deliverable(s) requirements and expectations of the deliverable(s) are met, approved and accepted or conditionally accepted. This document can only be used at the end of the project, as the project sign-off document.

To ensure that the Phase deliverable(s) requirements and expectations of the deliverable(s) are met, approved and accepted. Conditional acceptance is documented outside of this document.

To ensure that the Phase deliverable(s) requirements and expectations of the deliverable(s) are met, approved and accepted or conditionally accepted. This document is normally used only at the end of the Business Blueprint phase to ensure that the project scope is formally accepted.

The Phase Acceptance and Closure document is the formal contract signed by the customer.

To ensure that all required deliverables from this phase are complete and accurate, to close any outstanding issues, to identify lessons learned during the phase to prepare for formal project closure and to capture customer feedback and potential customer references.

The WBS facilitates status and progress reporting.

The WBS facilitates communication to stakeholders.

The WBS is completed during the Business Blueprint phase.

The WBS defines project deliverables for customer acceptance.

The WBS provides the structure for Time Management (Schedule Development).

To assure that all key deliverables and actions have been completed in compliance with best practices.

To provide a tool to effectively manage project expectations and monitor customer satisfaction.

To enable project managers to continuously communicate and build quality into the product.

To assure quality at the milestones of the project.

To avoid customer dissatisfaction.

The Quality Gate Scorecard and procedures should be used by the project manager during completion of any ASAP phase.

The Going-Live Check is performed from the Business Blueprint phase onwards to ensure good system performance, including the project development system.

Project Management Reviews are performed by a team of external consultants.

One of the key benefits of the Project Management Reviews is the early recognition of potential risk areas, which can reduce a more costly 'correction' later in the project.

An important task within the Quality Check work package of the Final Preparation phase is to make sure that the project team is trained.

Executive project status meeting

Team member status meeting

Project status meeting

Phase kick-off meeting

Stakeholder status meeting

To formally close a project, you must resolve and close open issues, review the business benefits and check key business figures, and obtain project sign-off.

The customer is running the production environment, the project should be closed.

The production support processes planned in the Final Preparation, and executed as part of the Go-Live Support, becomes the core support for continuous improvement in the on-going solution.

The duration of the Go-Live Support phase should be approximately two fifth of the whole projects.

In the Go-Live Support phase your project team attends Level 4 training, looking for new functionalities to continue implementing all future improvements mapped during the Business Blueprint phase.

Conduct Knowledge Management Gate

Conduct Production Cutover Sign-Off

Conduct Project Quality Gate

Obtain Customer Sign-Off for Phase Completion

Conduct Lessons Learned exercise

Realisation Completed.

System and Performance Tests Completed.

Project Preparation Phase Completed.

Project Complete.

Business Blueprint Phase Completed.

Prepare Team On-Boarding Document

Conduct Blueprint Ramp Up Training

Perform Kick-Off Meeting

Identify Key Users

Allocate Resources and Update Project Schedule

Issue Management Procedure, Scope Management Plan, Time Management Plan, Cost Management Plan, Quality Management Plan, Human Resource Management Plan, Communication Management Plan, Risk Management Plan, Project Contract Inventory.

Integrated Change Control Procedure, Issue Management Procedure, Scope Management Plan, Time Management Plan, Cost Management Plan, Quality Management Plan, Human Resource Management Plan, Communication Management Plan, Risk Management Plan, Project Contract Inventory.

Integrated Change Control Procedure, Scope Management Plan, Time Management Plan, Cost Management Plan, Quality Management Plan, Human Resource Management Plan, Communication Management Plan, Risk Management Plan, Project Contract Inventory.

Integrated Change Control Procedure, Issue Management Procedure, Scope Management Plan, Time Management Plan, Cost Management Plan, Human Resource Management Plan, Communication Management Plan, Risk Management Plan, Project Contract Inventory.

Integrated Change Control Procedure, Issue Management Procedure, Scope Management Plan, Time Management Plan, Cost Management Plan, Quality Management Plan, Human Resource Management Plan, Communication Management Plan, Risk Management Plan.

Use of iterative, time-boxed approach to accelerate time to value.

30% reduction of implementation time with the same scope.

No need for planning, focus on execution.

Flexible scope approach with no need for formal scope management.

No need for documentation, focus on execution.

Design-based projects (traditional projects using blueprint)

Industrialised projects (like RDS, engineered services)

Assemble-to-Order projects (combining multiple RDS and engineers services)

Only non-SAP projects like development

Non-SAP projects using PRINCE project management

Product Owner

Key User

SCRUM Master

Design-Thinking Coach

EPIC Master

Phase deliverable and tasks.

Estimated work effort and duration.

Budget constraints.

Resources assigned to each task.

Scheduled start and finish dates for each task.