MORNAY STARBUCKLife Healthcare / Head of Change

Implementation at the Speed of Life

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

?

Questions

THANK YOU