Post on 01-Sep-2018
Introductions1
Project Background2
Key Project Statistics3
Critical Success Factors4
Principles Followed5
Project Approach 6
Achievements, Learnings & Way Forward7
Agenda
Mornay Starbuck – Head of Change, Life Health Care
Henk Jordaan – Project Manager, Rangewave
Introductions
Project Background
CASE FOR CHANGE:
Project Objective: Go live with 65 sites, 420 companies, 132 procurement structures, multi currency, 3 countries with shared service,
1000 users, all tightly integrated into live hospital management systems in less than 6 months
Phase 1: Legacy Finance and Procurement System a “Support Risk” and had to be replaced
Phase 1 Creates the Platform for the Future Change
Phase 2: Legacy Clinical system is “End of Life” and needs to be replaced
420 Company Codes
132 Procurement
Plants
+/- 930 Users
Shared Services
65 Remote Sites
4 Currencies
Integration to
Clinical Systems
Legacy was used
for 15 Years
+/- 1.5 Million
Transactions through
GL per month
6 Months from
Explore to Go-live
Key Project Statistics
Strong Executive
Sponsorship
Governance Structure to
Support the Rapid ChangeBusiness Support
SAP RDS Building Blocks
as Accelerators
Industrial Approach but
Internalized to Life Health
Care
Strong Integration
Capability
Integrate to Existing
Analytics
Remove Complexity in all
Elements of Solution
Detailed Cutover Plan
due to Complexity
1 2 3
4 5 6
7 8 9
Critical Success factors
Low Risk, Keep Data, etc. as is, unless System dictates change
Focus design to ensure simple S/4 HANA migration in future
Rather Change the Business Process than the System
Business Represented on the Project
Strong Architecture Drive (Scope, Design, Build)
Enhancements go through Rigorous Governance Process
Only Change what is absolutely Necessary
Principles followed
Working
Software
Prepare RealizeExplore Deploy Run
Realize Phase 2
Data Management
Support Organisation
Organizational Change Management
Baseline Build
Release 1
Sprint
Sprint
Sprint
Bu
sin
ess P
rio
rity
TimeIterations / Demos
Evaluate
Defin
e &
An
aly
ze
S
co
pe
Dem
o S
AP
Sta
nd
ard
Se
ttin
g th
e s
ce
ne
Must
Should
Could
16
15
14
13
12
11
10
09
08
07
06
05
04
03
02
01
Wou
l
d
Dem
o
Support
Evaluation &
Release Planing
Tests Final Prep.
Sign-OffProcess WS
& Sol.Archit.
4
5
1
8
2
7
3
4
2
2
4
3
3
6
4
5
Che
ckp
oin
t
Che
ckp
oin
t
Che
ckp
oin
t
Accelerators
Enablement
Org
an
iza
tio
n
rea
din
ess
Project BacklogPriority [d]
Agile - Buy In
Focus on This
Sprint Delivery
Leadership - Deploy
Change Only
Absolute Necessary
Keep Legacy
Reporting In tact
Daily Team Meeting
Project Approach
Achievements
Embedment & Stabilisation within 3 months
(External support dropped to 30 calls per month)
On time (< 6 months) and within budget
Big bang cut-over (420 company codes, 65 sites, 132 procurement plants,
4 currencies, 930 users, complex integration, shared service)
Business reporting (Critical business KPI’s & reports) available from month 1
No significant business impact
1.5 Million Finance transactions per month from month 1
Go-live Issues were
mostly User related
(minor Interface Issues
due to data migration)
One can never
Train Enough
Keep it Simple and
Stick to Standard
– System of Record
Change Communication
to be more User Driven
Replacement of Legacy
Reporting Initiated
Baseline Build Complete
on Phase 2 (Stock and AR)
and Integration to New
Clinical and Billing System
1 2 3
4 5 6
Learnings & Way forward