PAUL SHEPHERD[ASUG INSTALLATION MEMBER SINCE: 2003

ANDREA BENSON[ASUG INSTALLATION MEMBER MEMBER SINCE: 2003

LYNN LUPO[SAP POINT OF CONTACT MEMBER SINCE: 2000

]Extending the Use of SAP Solution Manager

into Modeling, Testing and Training

David Platt, Chevron Corporation Pavan Manocha, Independent

SESSION CODE: 3104

2

[Learning Points

Benefits of an Integrated Tool Suite on a Global Project

Use of Solution Manager at Chevron Tool Related Key Learnings Best Practice Recommendations

3

[ Introduction

David Platt – Manager, Business Systems 8 Functional teams, 4 global locations (250 FTEs) Experienced Project Leader in Corporate,

Upstream, Downstream and International Systems work (25 Years in IT)

Enjoying 6th SAP Project since 1997

Pav Manocha – SAP Project Management Specialist 15+ years SAP Downstream integration

experience Multiple global full-lifecycle implementations

Independent advisor Global Design Architect Project Manager, PMP

Who We Are

4

[Chevron is an Integrated Energy Company

Chevron Headquarters (includes Global Upstream & Gas and Downstream headquarters)

* In some cases, one dot designates multiple locations

2nd largest U.S.-based integrated energy company

$22.9 Billion Capital budget for 2008

$18.7 Billion 2007 Net Income

62,000+ employees worldwide

Who We Are

5

[Chevron and SAP Software Usage

SAP Corporate Downstream Global Gas Upstream

Domestic

12 Instances

Versions 4.6c 4.72 6.0

43,000

Users Worldwide

Physical Installations

SAP Footprint

Oracle JD Edwards Footprint

Ariba Footprint

Who We Are

6

[En

d-t

o-E

nd

P

rocess A

reas

What Our Project Was

Project OlympicProject Olympic

FUEL SUPPLYFUEL SUPPLYFUEL SUPPLYFUEL SUPPLY

LUBRICANTS SUPPLY CHAINLUBRICANTS SUPPLY CHAINLUBRICANTS SUPPLY CHAINLUBRICANTS SUPPLY CHAIN

PROCUREMENT TO PAYABLESPROCUREMENT TO PAYABLESPROCUREMENT TO PAYABLESPROCUREMENT TO PAYABLES

FINANCEFINANCEFINANCEFINANCE

HUMAN RESOURCESHUMAN RESOURCESHUMAN RESOURCESHUMAN RESOURCES

SALESSALESSALESSALES

Project Olympic is a Global Post-merger SAP Systems Consolidation & Standardization Initiative

7

[2007 Apr Jul Sept Dec Jan Apr Jul

2008

Release 1U.S.

Release 2Africa

RealizationRealizationRealizationRealization

Realization (Asia and Africa)Realization (Asia and Africa)Realization (Asia and Africa)Realization (Asia and Africa)

Final Prep U.S.Final Prep U.S.Final Prep U.S.Final Prep U.S.

Go-Live Go-Live

Go-Live Go-Live

Final Prep AsiaFinal Prep AsiaFinal Prep AsiaFinal Prep Asia

Go-Live Go-Live

Final Prep AfricaFinal Prep AfricaFinal Prep AfricaFinal Prep Africa

CutoverCutoverCutoverCutover

CutoverCutoverCutoverCutover

CutoverCutoverCutoverCutover

HRHRHRHR

HRFinal Prep HRFinal Prep HRFinal Prep HRFinal Prep HR

Go-Live & Support HR Go-Live & Support HR

CutoverCutoverCutoverCutover

Release 3Asia/

Pakistan

Realization AsiaRealization AsiaRealization AsiaRealization Asia

We AreWe AreHereHere

What Our Project Was

Timeline

8

[Key Learnings

Integrating Our Project Tool databases proved invaluable

Maturity of Solution Manager & ARIS integration tools in 2004/05 raised risk level

ARIS flowcharting required more up-front work than expected

We reversed key step to integrate with Solution Manager

Many aspects of Business Models were used extensively throughout Project Lifecycle

9

[ Central StorageWeb Based Non-Web

MODELING

SAP

PROJECTMANAGEMENT

OlympicManagerDatabase

ARIS Browser / Review Tool

ARIS

Methodology

Role-to-UserMapping

Olympic Manager Web Front-End

Plan Generator

DeliverableAssignments

Microsoft Project (MSP)

Browser

MS Project

WBS & Actuals

Olympic (ERP) Estimating Model

HP/Mercury HP/Mercury Quality CenterQuality Center

We Integrated the Following Tool Databases

METHODOLOGY

Our Approach

Team Plan

MS ProjectEnterprise

OnDemand OnDemand Training Training SoftwareSoftware

SAP GUI

SolutionSolutionManagerManager

Processes

ARISARISDatabaseDatabase

10

[Roles of Global Integrated Tool Suite

Our Approach

SAP SolMan ETL / Manual

Model To-Be BP

HP QualityCenter

Define Quality PreReq

Write Test Plan

ComposeTest Cases

Create Test Data

Execute Test Cases

Modify Config / Custom Code

Create Blue Print

Build Requirements

Log Defects

Analyze Results

ProjectPrep

Realization Final PreparationGo-Live

and SupportBlueprint

Application Lifecycle MethodologyContinuous Improvement

ASAP+ WBS

RICEF Inventory

Business Model

IDS Scheer ARISOlympic Manager

11

[High-Level View Solution Manager Usage

Solution Manager

Solution Manager

eRoom Config Design

eRoom Config Design

R/3R/3

APOAPO

BWBW

AspenAspen

AribaAriba

Direct links from Solution Manager

Start config through the SM portal

Once config complete, update status in SM to

No link from Solution Manager

Solution Manager only used to track status

“Portal” view into all configuration

Link Sub-Processes to Configuration Transactions

Tracking statistics By Sub-Process By IMG Area

Documented during Detail Design

All updates to configuration should be made to the original files

Our Approach

12

[Usage of Solution Managerat Chevron

Our Approach

Solution Manager was one of several implementation tools

Its primary usage was in: Change Control Management Configuration Status License Management

Solution Manager was not used for: IT and applications support System monitoring Service level management

and reporting

KnowledgeManagement

TestManagement

ServiceDesk

ChangeManagement

ServiceDelivery

OPERATE

IMPLEMENT

OPTIMIZE

SAP Solution Manager

ProjectMgmt.

SolutionMonitoring

KnowledgeTransfer

TestManagement

13

[ In ARIS 6.23 We Did As-Is and To-Be Business Models

Some Scope Stats: Process – 14

Sub-Process – 99 Activity – 657 (Workstep &

Transaction level)

Our Approach

14

[We Loaded the Business Model into Mercury Quality Center to Manage Test Phases

Our Approach

15

[Integrating Business Model into Testing Tool Gave Us Traceability and Risk Assessment When the inevitable “Testing Scope Cuts”

traceability was key to developing revised risk profile. HR

Test Phase Order to DeliveryBilling & PricingLoans, AR & CreditTax Asset ManagementG/L Cons & CloseProfitabilityReal EstateAccounts PayableProcurementPlant MaintenanceTSWExchangeFuels Supply InventoryHR Demand PlanningWarehousing & InventorySupply Network PlanningBI Content Area Test R1 1BI Content Area Test R2 4 4BPIT R1 - Workstep

BPIT R1 - BPID

BPIT R2 - Workstep

BPIT R2 - BPID

Regression R1

Regression R2

Regression R3

US - RICE Regression Test

ME 0 0

Localization

Comparison**Operational R2

Sales FI

Functional Scope

P2P FS LSC

Key

75 - 100% in scope

50 - 75% in scope

25 - 50% in scope

1 - 25% in scope

Out of scope

TBA

NA N/A

Our Approach

16

[ARIS “Process Roles” led to Security Assignments Using Our Role to User Mapping Tool

Our Approach

17

[ Integrating Our Project Tool Databases Proved InvaluableWhat we did:

Paid IDS Scheer for a interface of key model components into our Project Management Tool (Olympic Manager)

Putting into SQL database allowed us to queries and interfaces to other tools

Used to interfaces to aid multiple project facets

What we should have done:

Pushed SAP & ARIS to share cost of developing since it’s become mainstream now! ARIS

MERCURY

OLY MGR (SQL)

Key Learnings

18

[Maturity of Solution Manager & ARIS Integration Tools in 2004/05 Raised Risk Level

What we did: In 2004/05, we

surveyed multiple SAP clients trying out Solution Manager.

Found no clear best practices to follow

We found SAP consultants knowledge limited at the time

Decided Too Much Risk, so we abandoned full-implementation

What we should have done:

Hired more ARIS consultants early after purchasing tool to get benefits from bi-directional interface to Solution Manager

Paid for SAP Solution Manager and ARIS consultant to be on-site at same time and adviseus on how to use the tools.

Key Learnings

19

[What we did: Got basic 1 day

training on standard ARIS usage

Went off and developed our template of symbols

Flow charted without true knowledge of “boolean logic” across team

What we should have done:

Hired more ARIS consultants early to work with us on standards training and enforcement

Key LearningsUsing ARIS Flowcharting Required More Up-front Work To Standardizing Symbol Set and Model Standards.

20

[Security & Training Team’s Reliance on ARIS Flows Delayed Full Development of Accurate User Access.What we did:

Rebuilt all security roles to remove past kluges

Built a custom tool which associated specific users to job role(s).

Security team relied on ARIS Models as their specifications

Delayed completion because of late and changing designs

What we should have done:

Spent more time in the As-Is

Got better engagement from business on QA of security assignments

Realized hybrid nature of user roles in reality upfront

Key Learnings

21

[Best Practice Recommendations

Clearly document the As-Is Business Processes to the Workstep level (Activity)

Go into Solution Manager download Business Process areas and T-Codes via ARIS interface into “stub models”

Create To-Be Sub-Processes and Activities using ARIS Flowcharting Standards

Use Solution Manager/ARIS two-way interface to synchronize changes

Load into HP’s Mercury for traceability during testing

Use for design basis for End-User Training and Security Access

22

[ ]

[

Thank you for participating.

SESSION CODE:

3104

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