session #3806 migrating from 3.1h to 4.6c michelle hart rockwell collins

Session #3806Migrating from 3.1h to 4.6c

Michelle HartRockwell Collins

Agenda

• Background– Rockwell Collins company overview– SAP installation – Project Systems implementation

• 4.6 Upgrade Project– Scope– Team structure– Schedule– Project administration– Development environment– Results– Future Plans

• Summary

How did Rockwell Collins

Move from 3.1H to 4.6C?

Background

Rockwell CollinsRockwell Collins provides aviation electronics and airborne/mobile communications systems for

commercial and military applications worldwide ...

Rockwell Collins Locations

Melbourne

Singapore

MoscowLondonSeattle

Los Angeles

Paris

Dubai

Toulouse

Amsterdam

Frankfurt

Hamburg

Shanghai

TokyoBeijing

San Francisco Kansas City

Memphis

LouisvilleCedar Rapids

TulsaWichita

Montreal

Sao Jose

Santiago

Melbourne, FL

Dallas, TX

Dallas Atlanta

Minneapolis

Headquarters in Cedar Rapids, Iowa- >10,000 employees worldwide

Manufacturing Worldwide Service Manufacturing Worldwide Service

Cedar RapidsCoralville

ManchesterBellevue

Decorah

Pomona, CA

Irvine

SAP Installation

• Before upgrade: – Version 3.1H– LCP's 1-72 – IS-AD 1.1C

• After upgrade: – Version 4.6C with DI 4.6C2– Support packs ABA 38,

Basis 37, APPL 37, HR 62

FIFIFinancialFinancial

AccountingAccounting

COCOControllingControlling

AMAMFixed AssetsFixed AssetsManagementManagement

PSPSProjectProjectSystemSystem

WFWFWorkflowWorkflow

ISISIndustryIndustry

SolutionsSolutions

MMMMMaterialsMaterials

Management.Management.

HRHRHumanHuman

ResourcesResources

SDSDSales &Sales &

DistributionDistribution

PPPPProductionProductionPlanningPlanning

QMQMQualityQuality

ManagementManagementPMPM

PlantPlantMaintenanceMaintenance

R/3Client/Server

ABAP/4

•purchase order•plant stock (remote)

•travel costs•legacy system costs

•plant stock (local)

•line item in a sales order•profit center

•general ledger•cost center

labor costs

•cost center•activity type

activity

network header

earned value milestone

Network

work

general cost

activity elements component

Work Centerwork center

project defProject

projectmilestone

cost plan

budget

WBS element

revenue plan

PS Data Model

Project Systems Statistics

• 5,300 projects• 43,000 WBS elements • 6,800 networks• 365,000 activities/activity

elements• 900 work centers• 4,500 direct charge employees

(WIN users)

4.6 Upgrade Project

Senior Management Commitment

• Why did senior management commit to the upgrade?– Wanted to remained on a

system supported by SAP– Continuation of original

business case for SAP• Integration

• Maintenance of the system

– Building the infrastructure for the future

• i.e. Service module

4.6 Upgrade Project Scope

• Project scope:– Upgrade from 3.1H to 4.6C with DI 4.6C2– Install new hardware– No new processes unless required by 4.6– No new functionality unless required by 4.6

• Why such a limited approach?– Recommendations from ASUG– Already had enough complexity to manage!

• New hardware

• New software

• Short schedule

• Lots of people

4.6 Upgrade Expectations

• Conversion complete within weekend window• Project cost within budget• No impact to business processes

– Technical issues– Performance issues

• Users are trained and prepared for upgrade

Project Team

Project Lead

Testing Lead

TrainingLead

CutoverLead

CommunicationLead

Technical Leads(thread specific)

Basis Security

Technical Teams

Extended Teams

Delta Training

Marketing & Broad Based Communication

Cold

FY02June July Aug Sept

FY03Oct Nov Dec Jan Feb Mar Apr May

4.6 Planning

Frozen

Go-Live

Cool

Fit/Function

Prepare Training Material

Integration Test

4/18/03

Post Support

Schedule

Std

Dress Rehearsal

Development Quiet Periods

Business Sim

Fit/Function• Purpose:

– Systematic check out of all transactions, reports, and batch jobs in a 4.6C client

– Focus within a specific thread (i.e. Project Systems, Sales & Distribution)

– Unit test security roles

• Mostly done by core team– Some threads used

extended team resources

Integration Test• Purpose:

– Test a sequence of steps, possibly across threads– Verify bolt-ons (i.e. time charging systems)– Test the security composite roles

• Performed by extended team (most threads)– Project Systems used

technical team members not involved in fit/function

Business Simulation• Purpose:

– End-to-end simulation of business processes as the users perform them

– Validate the converted user IDs

• Used the dress rehearsal client• Performed by the users

Dress Rehearsal• Purpose:

– Simulate the upgrade weekend activities

• Copied 3.1H production client and took it through the upgrade process

• Measured timing• Used a detailed MS Project WBS to track progress

and verify sequence

Cutover

• All activities performed the upgrade weekend• Used WBS validated during the dress rehearsal• Included:

– Deactivation and later reactivation of the bolt-ons– Technical upgrade process– Special processing (i.e. data conversions, non-transportable

configuration)– Batch jobs– Business resumption processing (i.e. enter data that could not

be recorded during the weekend)

Prepare Training Material

• Different approach in different threads– Update existing training material– Develop new “delta” training material– Combination of both

• Goal was to get all existing training material updated– Distinguished between go-live

critical and non-critical– Made sure critical was ready

in time for training– Remainder finished as time allowed

Delta Training• General navigation training CBT for everyone• Thread-specific delta training

– Specific differences between 3.1H and 4.6C

• Focus on super users– Did not try to retrain everyone

• Project Systems offered two delta courses– Plan & Manage projects (4 hours) – Manage Work Centers (1 hour)– Instructor-led presentation/demo– Users had access to a sandbox client

for experimentation

Communication

• Internal– Weekly status meeting with all leads– Regular meetings for training, security, fit/function,

integration test, business simulation, and cutover as appropriate

• External– Extended team meetings– Senior management meetings– Face-to-face meetings at regional sites– Company-wide newsletters– 4.6 Upgrade web site

Project Administration

• Tracked cost, schedule, and performance in SAP– Baseline established at start of project using estimates for cost

and schedule– Used earned value to track performance

• Level of effort (BCWS = BCWP) for management activities

• Estimates method (claim %) for testing and training activities

• Used detailed Excel spreadsheets to track % complete for each phase– Fit/function: % of transactions,

reports, and batch jobs validated– Integration and Business Simulation test:

% of test steps complete

Project Administration

Frozen

Development Quiet Time• Cool

– Reduce changes in 3.1H environment– Only start what can be finished before end of December

• Cold– Do not start any new projects in 3.1H– Finish any 3.1H projects in process

• Frozen– Objective: No changes in 3.1H!– Emergency (production down) fixes only

• Why was this needed?– If we change 3.1H, we have to make the same change in 4.6C– The later the changes are made, the fewer rehearsals and less test

time we have in the 4.6C client– Risk: Untested changes in 4.6C will break the upgrade process – Risk: Untested changes in 4.6C will not work after the upgrade

ColdCool

Scope Court

• Members:– Project leadership team– Representatives from all threads

• Responsibilities:– Review all 4.6C process and functionality change requests– Review all 3.1H change requests during the frozen period

• Process:– Requester fills out a template the describes the change and

the business case– Scope court reviews and approves, rejects, or asks for more

information

Development Client Strategy

PT33.1H prototype

CM33.1H master

QA33.1H test

PR13.1H production

UPT4.6C prototype

UPG4.6C config/test

UPY4.6C dress rehearsal

Upgrade process

4.6 transports

TRx4.6C training

Existing 3.1H environment

4.6C upgrade environment

4.6 transports

4.6 Upgrade Project Results• Took the 3.1H system at 7:00 PM

Thursday• Released SAP 4.6c to users on

schedule at 5:00 AM Monday• No major problems during the upgrade

weekend– Did lose seven hours due to a server

problem– Had enough slack in schedule to absorb

the delay

• All significant problems resolved by the end of week #1

• All major project milestones met• Under cost budget

Critical 4.6 Upgrade Timings

*SAP & Bolt-On Testing

Activity Hours

Run Business Critical Batch Jobs 3

Basis Upgrade, Transports & Processing 23

Security Special Processing 7

Thread Special Processing 4

Readiness Testing & Data Validation 8

Post-Batch Job Processing 3

Labor Processing 4

MRP Processing 18

Total Project Statistics

Step Size

Fit/function Validated 4468 transactions, reports, and batch jobs

Integration test Completed 913 tests

Business simulation Completed 277 tests

Training material 282 training modules updates

Delta training Trained 5000+ people, 203 classes, 24 locations

Project Systems Statistics

Step Size

Fit/function Validated 53 transactions, 73 reports, and 5 batch jobs

Integration test Completed 20 tests

Business simulation Completed 19 tests

Training material Updated 43 training modules (process and transaction)

Delta training Trained 200+ people in 4 different locations

Project Systems EffortStep Effort (hours)

Project management 260

Fit/function 570

Integration test 290

Business simulation test* 270

Dress rehearsal 30

Training material 380

Delta training 80

Cutover 100

Support after go-live 120

TOTAL 2100

* Most of the effort for this activity was performed by people from the Business Units. The Business Unit effort is not included in this number.

Project Systems Upgrade Challenges

• Converting to use SAP standard cost-to-complete (CJ9L/CJ9M)– Different logic than 3.1H A&D solution

• Had to do core mods to make it work the same

– Does not support computation for a single activity or WBS element

• Had to write a “shell” program to provide this capability

• Implementing 3.1H core mods– Disable use of forecast work (use basic

work for all calculations)– Fairly easy to re-implement in 4.6

Project Systems Upgrade Challenges

• Personnel assignments to work centers– Much tighter coupling between

HR and Project Systems– User could get access to sensitive

information (i.e. birthdays, social security numbers) that they did not have access to in 3.1H

– Had to spend a lot of time fixing the security gaps

Things We Don’t Like About 4.6

• Functionality of parameter on selection screens

– Does not include subordinate objects– Works differently than project, WBS, or network selection– Submitted OSS message to SAP, but they would not fix it

• Inability to calculate cost-to-complete for single activity or WBS element

– Entire project or network is processed, regardless of the parameters on CJ9M variant

– Submitted OSS message to SAP, but they will not fix it

Things We Like About 4.6

• Ability to perform confirmations from CN22 (Change Network)

• Ability to stop transactions• Ability to start another session while one

is running• Customizable tables for data entry

– Relevant data all on one screen (most of the time!)

• Supported by SAP!

Future Plans• Have identified several new

features to investigate– Project Builder– Bi-directional interface with MS

Project– New cost report formats

• Prioritize and fund after upgrade is complete

Summary• Executive level support• Partnership with the Business Units

– Viewed as an enterprise initiative

– Extended team support was critical!

• Experienced core team– Process experts

– Technical experts

• Good project management– Risk management – avoided problems!

– Limited scope to upgrade only

– Tightly controlled 3.1H and 4.6C environments

– Well planned schedule

– Well executed training and communication strategy

These were our critical

success factors!

Thank you for attending!Please remember to complete and return your evaluation form following this session.

Session Code: 3806

session #3806 migrating from 3.1h to 4.6c michelle hart rockwell collins

Documents

upgrade project slide

upgrade slide

background slide

project systems statistics

service module slide

ca irvine slide

weekend window project

new processes