Needs to be updated - SuccessFactors HCM Cloud Connect
Needs to be updated - SuccessFactors HCM Cloud Connect
Project On-Boarding Document
This accelerator is intended to help teams develop
appropriate onboarding presentations for EC Payroll. It is
a template and is not intended to provide all needed
content. Project teams will need to spend time to develop
this deck for each project.
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Project Success Criteria
definition and containment
skilled team members
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•Inability to Leverage a common POS
•Loss of Productivity due to lack of integration
•Business Disruption due to System outages
•Training costs are high
•Lack of Vendor Support
•Loss of Sales Opps
•Loss of margin
•High Support costs
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Introduction – Success Factors Methodology
Review the Customer Welcome Kit and BizXpert methodology pages on the
These pages are often updated, so it is important to review the latest
These pages will familiarize the team with the methodology and team
responsibilities throughout the implementation. The team will also learn
responsibilities among team members, Cloud Payroll support, and other key
PHASE SCHEDULE SUMMARY
11/15/10 – 01/14/11
01/17/2011 – 05/06/2011
05/09/2011 – 09/30/2011
10/03/2011 – 10/28/2011
Go-Live and Support
10/31/2011 – 11/25/2011
11/28/2011 – 12/31/2011
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Business Process Owners
Project Plans & Procedures
Review Project Plans
Issues Management Procedures
Change Management Procedures
Quality Management Plan
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Issues Management Procedure
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How to Escalate Issues
Issue Management Standards
Issue management is defined during the project
preparation phase and dictated by the issue
Issue management might leverage SolMan issue
Depending on the customer other issue logs might
Management of expectations in regard to issues
takes place during the On-boarding phase and
Escalation of issue
If an issue is not resolved by the forecasted date,
and the lack of resolution will affect other project
steps, then the issue must be expedited.
There are three levels of Escalation and a Crisis
Typically the escalation is triggered by a team lead
and follows an escalation path, e.g. Team lead > PM
> Executive Level (customer and SAP)
The extended VAT is chartered to support the project
team in issues that are beyond the PM scope of
An escalation might engage additional SAP
© SAP 2008 / Pagestakeholders,
e.g. AGS, etc.
Escalations beyond the Project Manager
In rare case a consultant might consider to escalate
an issue beyond the Project Manager
The first contact should be the consultants direct
manager, together with him / her is will be
determined who needs to be engaged in resolving
Integrated Change Control
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Quality Management Plan
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High Level Scope (Level 1):
Verify Deliverables –
deliverables are consistent
with defined scope and accepted
Monitor & Control Scope –
actual progress against
planned activities ensures that
activities fall within the scope of
Manage Scope Changes –
that only agreed-upon
changes are included in the scope
of the project
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The Process for Managing Scope
Need for Change
Go / No Go
logs Change Requests:
Status, Changes, etc.
Evaluation by Mgt &
Effect of the Change
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Handling Scope Increases
Scope management is a continuous process
composed of 5 steps including regular reporting
It is the responsibility of every consultant to manage
scope, therefore consultants need to understand the
SOW (project, process and solution scope), WBS
elements that fall within their responsibility
As soon as scope changes become apparent, and a
change request process has to be triggered.
Potential scope changes need to be discussed on a
regular basis, e.g. during a weekly team call / issue
management process, or address any time the PMO
directly if there is a potential issue (follow the issue
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A Change request document needs to be started by
a team lead that describes the change, outlines
options, provides estimates. This document support
the decision making process
Change request are reviewed by a Change Request
Board. Any response needs to be logged as a key
decision (incl. approvals or rejections)
Project Location: TBD
Dress Code is Business Casual
Project Workweek Guidelines
Rental Car Policy:
3 -4-5 3 nights, 4 days on-site, 5th day off-site Total of 40 hours
Must arrive by 10 AM Monday and leave no earlier than 4:00 PM Thursday
Building Passes and Security: Customer will do security
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Meetings and Cadence
The following Regular Meetings will be held
Daily Team Meeting
Each Functional team
PMO and Team Leads
PMO, Team Leads, Business
Steering Committee, PMO
Top 4 to 4
Top 4 SAP, Top 4
Board of Director Meeting
Sponsor and BOD
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Status Reporting Cadence
The following Status Reporting will be completed
Weekly Status Report
By 5:00 Friday
Team Status Report
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Project Reporting / Escalation Process
Monthly Stack Rank of Top Risk
and Watch List projects
Blueprint Workshop Schedule
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General Consultant Guidelines
Be on time – notify your Lead if you are running late or will be absent
Make sure that you have done your homework of reviewing existing documentation before you start
asking questions (avoid unnecessary reiterations).
Keep your expert opinion to your area of responsibility, for other areas make sure you provide your
input to the responsible consultant (one consistent message).
All new consulting requirements need to be directed to your SAP Lead (one standard procedure).
You represent TeamSAP in the eyes of the customer (make us proud!).
Always support and encourage the other consultants, We are a team and our successes and
challenges are everyone's.
Keep your working area neat and clean (image is everything!)
Limit use of Customer phones for Business only
Time and Expenses must follow SAP policies and must be entered by end of day each Sunday
Maintain professional communications at all times, both at the company site and in town. You never
know who is sitting next to you at a restaurant or in the airport
Plan your vacation or absence with your SAP Lead
Under no circumstances should you:
Discuss any type of consulting rate with the Customer
Discuss Expense or Travel issues
Share SAP confidential information
Print SAP confidential information on Customer printer
Forward SAP confidential Email to the Customer
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Tools being used
tools that will be used on the project include:
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General Project Assumptions
Relevant project team members and business owners will be available throughout
Network and hardware design and final hardware sizing are responsibility of the
Data gathering, normalization and cleansing required for the implementation will
be the responsibility of ?
Change Management is the responsibility of ?
Customer and SAP project leadership will formally sign off all key project
milestones and phase exit signoffs.
Policy decisions will be made within strict turn around guidelines, normally within
24 to 48 hours.
A Steering Committee will be in place to guide and advise the Project Team.
Additional Customer resources will be required for major testing cycles –
integration and parallel.
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Functional Project Assumptions
Utilization of Best Practices will be implemented with minimal modifications to
BPR’s (Business Process Repository) will be used as an accelerator, and
augmented by the consulting team’s experience and collateral.
Configuration will be done through SolMan.
All business requirements and project documentation will be warehoused in
SolMan including testing scripts.
Issue tracking will be done using the spreadsheet template provided by the PMO.
Custom development objects will require a review to assure that standard
functionality does not exist that could provide similar functionality.
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Functional Project Assumptions - Standards
Standard templates will be provided for most functions such as status reports,
minute meetings, configuration documentation, etc.
It is essential that ALL consultants use these templates and NO others.
If at any time you do not know the template to be using, please ask your lead.
Time to re-copy work to standard template is not chargeable to project.
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Technical Project Assumptions
•Discuss 5 instance landscape
•Discuss Production and n+1
•Discuss Support Packs, Notes
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Show all instances
Show transport paths
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Ways to Increase Group Participation
Effective use of open-ended questions.
Allow enough time for participants to think and respond.
Acknowledge all responses.
Let a participant finish speaking before moving on.
Face the group and move about freely.
Keep the discussion focused on the agenda.
Make eye contact frequently, especially with those who seem disinterested, or
those taking part in side conversations.
Ask for clarification when a response is unclear. Examples: "Tell me more..." " Can
you rephrase that?“
Keep on schedule.
Useful Comments to Keep the Discussion
"Tell me more about what you said (or what you mean).“
"Repeat that in a few words so I can capture your thought on the flip-chart.“
"How does the rest of you feel about that?“
"Let me see if I can repeat that back to you.“
"Feel free to add something on as we move on."
Someone dominates - Look into eyes of other participants, say "That's interesting,
how do others feel about that?"
Loss of control/off-subject – Stop the discussion, and say "It appears we may be
getting off track. Let me ask you about this...." and return to the issues on the
Non-participants - Make eye contact. Encourage their participation, by saying, "We
may not have given you an opportunity to say what's on your mind...we'd
appreciate your ideas too."
Side conversations - Make eye contact, direct questions to them, or ask them
politely to join the group so everyone will have the benefit of hearing all
Out of time - Say "We seem to be running out of time and we want to honor our time
commitment. There have been lots of great questions and ideas coming out."
Then, either provide the phone numbers of presenter/facilitator and suggest
people call with their thoughts, OR suggest they write down a few thoughts and
leave them with you, OR offer a summary point or two and say that's all the time
we have today.
Cold climate - Suggest an introductory activity. For example, if time permits, ask
each person to introduce themselves and share one thing about themselves that
another person couldn't tell by looking at them.
Facilitation Do’s and Don’ts
Do express the objectives of the session.
Do explain your role as facilitator.
Do point out the time available.
Do know something about the group before starting.
Do encourage participation.
Do use open-ended questions.
Do thank individuals for their input.
Do use flip-charts to record inputs, when possible.
Do ask for clarification.
Do gain some consensus after all ideas are offered.
Do gain closure - may mean asking group to prioritize.
Don't evaluate input as good or bad.
Don't stop someone in the middle of their thought.
Don't argue or defend a point.
Don't try to respond during the brainstorming section - save it for Q&A.
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