The evolution of SAP implementation environments. A case study from a complex public sector project
| Published date | 01 August 2005 |
| Pages | 714-736 |
| Date | 01 August 2005 |
| DOI | https://doi.org/10.1108/02635570510606969 |
| Author | Thomas Gulledge,Georg Simon |
| Subject Matter | Economics,Information & knowledge management,Management science & operations |
The evolution of SAP
implementation environments
A case study from a complex public sector
project
Thomas Gulledge
George Mason University, Fairfax, Virginia, USA, and
Georg Simon
IDS Scheer AG, Du
¨sseldorf, Germany
Abstract
Purpose – This paper seeks to describe the evolution of SAP implementation methodologies and
tools, in particular, Value SAP, with a focus on the Accelerated SAP (ASAP) implementation
methodology and its evolution as a part of SAP’s new Solution Manager tool.
Design/methodology/approach – The general approach is more focused on monitoring and
managing an ongoing SAP implementation project using an enterprise solution architecture. Three
options are explored.
Findings – Finds that one option supports end-to-end business process management – other options
can be managed, but with cost and risk.
Originality/value – This paper has reviewed the latest developments in SAP implementation
methodologies from a management orientation. The issues in this paper are often taken for granted by
researchers, so it is hoped that the focus on these issues will elevate interests in pursuing some of the
unanswered questions.
Keywords Process management,Computer software, Armed forces,United States of America
Paper type Case study
1.0 Implementation methodologies
Implementation methodologies provide detailed instructions, templates, and
accelerators to guide the customer when implementing standard software solutions.
The SAP implementation methodology is the equivalent to the manufacturer’s
instructions that would come with a mechanical or electronic product. If the
instructions are studied and adhered to, then one is more likely to achieve a successful
implementation than if one does not follow the instructions. Hence, the implementation
methodology is neither necessary nor sufficient for project success, but the trade and
academic literature support the assertion that one is more likely to succeed while
following a methodology than not. This paper addresses how implementation
methodologies have evolved in large-scale public sector enterprise projects, such as
those described in Gulledge (2003, 2004a), and in particular, the mySAP business suite
(Gulledge et al., 2004b) This paper does not address the specific reason that the US
Army decided to implement ERP, but we focus specifically on how the Army is
planning to implement the SAP product. The benefits of SAP to the US Army are
significant, and the benefit structure articulated by the Army is very similar to that
address in Spathis and Constantinides (2003). Hence, from a research point of view this
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IMDS
105,6
714
Industrial Management & Data
Systems
Vol. 105 No. 6, 2005
pp. 714-736
qEmerald Group Publishing Limited
0263-5577
DOI 10.1108/02635570510606969
paper focuses on the initial phases of ERP implementation as described by Willis and
Willis-Brown (2002). The general approach is consistent with Veasey (2001), But more
focused on monitoring and managing an ongoing SAP implementation project using
an enterprise solution architecture.
2.0 Value SAP
First, we review the lifecycle of an SAP implementation. SAP’s overall lifecycle
approach is called Value SAP. Within Value SAP there are three primary phases:
(1) Discovery and evaluation (methodology used is customer solution strategy).
(2) Implementation (methodology used is ASAP or Global ASAP).
(3) Operations and continuous business improvement (methodology used is CBI).
These phases repeat in a continuous circular fashion as the implementing org anization
evolves its installation of SAP. This paper focuses mainly on the implementat ion as
opposed to the post go-live phase.
2.1 Accelerated SAP
Since 1997, SAP’s recommended implementation methodology for a single bounded
enterprise has been Accelerated SAP (ASAP). The methodology was designed to
address issues of excessive implementation cycle times and cost overruns, primari ly in
the US market. In general, the class of implementation methodologies containing
ASAP is called Rapid Implementation Methodologies, and their overall success is still
disputed (see, for example, Ferguson and McCright, 2001). ASAP is a phased
methodology that has similarities to the software development lifecycle model that
software engineers typically follow.
ASAP consists of the following components:
.The Roadmap is a project plan with detailed descriptions about what, why, and
how certain activities are performed. It describes all activities in an
implementation, making sure that nothing is omitted. This allows managers to
plan for implementation, using the experience of many completed SAP
implementation projects. The Roadmap addresses things like interfaces, data
conversions, authorizations, etc. It even includes very detailed items, like printer
setup, reports, etc. Whenever possible, ASAP provides examples, checklists, or
templates as starting points for implementation; i.e. Accelerators.
.Tools are a part of the package, including ASAP-specific tools to support project
management, questionnaires for the business process consultants, and numerous
technical guidebooks and checklists. The core of ASAP is the Business Engineer,
with its suite of software configuration tools.
.SAP Services and Training are also a component of ASAP, including all
consulting, education and support services, such as the hotline, remote upgrade d,
archiving, etc.
Accelerated SAP is divided into the phases that are indicated in Figure 1 and described
below[1].
2.1.1. Project preparation. The Project Preparation phase is focused on organizing
the project. This includes the executive kickoff meeting and making all of the
SAP
implementation
environments
715
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