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Focused Business Solutions

Cookbook
Overview
SAP Custom Development Version 1.0

Phase Input Phase x Phase Description x Phase Output x Templates/Links


x x xx xx xx
x Links to: PromoPPTs, FBS Lists, Pilot lists, KPI's, FBS Planning,
0 Portfolio Navigator Reporting, Roles&Responsibilities PPTs
x
FBS Proposals from x Invent - Decision on the new
IBU, Field and CD - Qualification of new FBS ideas, business case development and FBS
jointly monitored with decision, whether the new candidate should be included in the FBS (approve/decline)
PSG portfolio. - Detailed planning for
Define the FBS as
Definition of the scope of new FBS in such a detail that individual projects preparation for
1 Invent/Define can be set up: development
- Description of detailed requirements within scope item (scope item:
cARC object consisting of requirements and work package part)
- High-level planning (statements regarding architecture, resource and
commitment within the work package part of the scope item)

P2D Q-Gate result x Packaging the FBS to be able to offer it to the market. This includes FBS developed,
development, test execution and assembly&validation accompanied by tested and assembled
2 Develop e.g. pricing approvals, marketing material, contract templates, PPMS, to be delivered
controlling etc.

x
FBS is packaged and x Ramp-Up of the FBS with customer and addressing potential new ones; Solution is
ready to sell/deliver Go-to-market sold/delivered to and
Current market runs on customer
situation, pipeline, Optimizing the FBS over the Lifecyle by e.g. offering support, regulare sites.
information from 3 Deploy - Optimize business case review, reviewing pricing proposal, checking retrofit option Ongoing solution
standard etc. optimization
development, etc.

FBS is delivered to x Identify sales play and target regions to create a yearly updated sales Sales strategy and
the market, Sales 4 GTM - Marketing Lifecycle strategy regional sales
cycle enablement

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Focused Business Solutions
Cookbook
Version 1.0
Getting Started
SAP Custom Development

Topic Comments x Templates/Links x


x x x x x
1 FBS Roll-Out Master FBS Roll-out Master slide deck

Landing page in SAP Corporate Portal which includes all


2 FBS Landing Page and Sales Kit FBS sales assets
FBS landing page

Will come later


3 FBS List of References

Description of central roles to manage the protfolio, sell the [click here]
protfolio and create single ACS/FBS. Detailed task
4 Roles & Responsibilities descriptions can be found in the cookbook.

- Overview on released FBS FBS candidates list


- Overview on FBS candidates
5 List of FBS (released and candidates) - ACS2 to FBS migration quick guide

Current Planning on a PPT (no real data) [click here]


6 FBS Planning Tool
Planning Tool (No real data!!!!)

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Focused Business Solutions
Cookbook
Version 1.0
Invent-Define
SAP Custom Development

Task Input x Task Task Description x Task Output x Responsible x Accountable x Consulted x Informed x Templates/Links x Comments/Guidelines x

- FBS proposals from


Identification and - Idea providers across the company submit FBS proposals to CD Pipeline of ideas that were CD Portfolio team Portfolio Owner Business CD management
idea providers in- and 1 monitoring of FBS - CD portfolio team collects ideas and manages the idea pipeline submitted to CD Program Owners,
outside CD candidates Business

- FBS candidates from - Roll-In Manager from CD portfolio team interviews FBS idea - Initial acceptance or Roll-In Manager Portfolio Owner IBU, ASM, - Purpose: Review FBS Proposal and
pipeline provider and does High-level assessment (costs, revenues, issues) rejection of proposal by CD GCDE, idea prepare pre-decison from RCD /
of proposed solution, lines out pros and cons as far as available in roll-in manager provider GCDE heads CD Management about
that early stage. - Filled out initial Q-Gate slide continuation of evaluation and
- Roll-In Manager takes initial decision whether the case meets the deck investment in BC development
basic preconditions for entering an evaluation. In case the proposal - Q-Gate Meeting Invitation
does not at all fit the FBS criteria the Roll-In Manager is entitled to
reject the proposal and stop the evaluation at this point.
- Use Initial Q-Gate template to collect and arrange information in
management-oriented format
- Roll-In manager to ensure that at least high level information about
potential concrete customers, revenues, and efforts is available for
the meeting. Have efforts initially reviewed by a CD solution
architect (high-level, no detail analysis)
- Roll-In manager to setup initial Q-Gate meeting, this is an initial
2 FBS Pre-Qualification management meeting to inform about the case on high level and get
general guidance about how to proceed with the case. Schedule as
physical meeting, invitees are: Head of CD portfolio Mgnt, RCD and
GCDE heads according to the regional responsibilities, Bernd
Tesche as GCDE QM respsonisble, Michael Redmann as GCDE
ATO responsible the respective IBU and/or ASM person, and the
idea provider. Optional also subject matter experts from CD might
join. Meeting to be kept in a small and efficient round.
Recommendation: 45-60min

- Initial Q-Gate slide - Formal presentation of results of initial evaluation to CD - Decision about detailed Roll-In Manager Portfolio Owner Q-Gate Stakeholders - Template Initial CD Q-Gate
deck about FBS Management using initial Q-Gate slide deck. evaluation or cancellation participants
proposal - Decision about interest in the proposal, pros and cons, and - Nomination of Product
whether a business case should be created (and the related efforts Owner
should be invested) or whether the case should be officially - Meeting minutes distributed
rejected. and archived
- Roll-in manager hosts the meeting, takes minutes and - Stakeholders informed
communicates them to stakeholders.
- Archive proposal and related decision in FBS candidate list and
FBS folder on PWDF2840\projects\14_Focused Business Solutions.
- If a positive decision is taken, a Product Owner has to be
nominated. This is mandatory, no business case evaluation can start
3 Initial CD Q-Gate without a nominated product owner. There can be a preliminary
product owner for the evaluation phase, but for the GGC at the
latest there needs to be a final and long-term assignment of that role
- In FBS cases where no formal IQG takes place because of “must-
do” cases etc., at least a written information should go to the IQG
steady members so that everybody is informed about a new
evaluation starting -> to be done by roll-in manager

- FBS Proposal - Roll-In manager has to assemble the team for the business case - Decision on responsible Roll-In Manager • Head of affected Managers of
- Decision about evaluation. The team consists of CD solution architect, GCDE resources for BC creation, development requested
Business Case project manager, idea provider, IBU/LOB solution management staffing requests, assigned organisation. resources
development represantatives as appropriate, field representatives and RCD for resources • Head of FBS
Resource Identification the revenue estimations Business
and assignment for - How to request the required resources Development
4
Business Case --- Solution architect: Email to Almer Podbicanin
Development --- GCDE PM: EMEA: EMail to Olaf Richter, US tbd
--- RCD: Request to regional responsibles

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Focused Business Solutions
Cookbook
Version 1.0
Invent-Define
SAP Custom Development

Task Input x Task Task Description x Task Output x Responsible x Accountable x Consulted x Informed x Templates/Links x Comments/Guidelines x
- FBS Proposal - Roll-In Manager initiates Kick-Off meeting to introduce the team to - Dates, tasks and timelines Roll-In Manager Portfolio Owner Business BC team
- Decision on BC evaluation process, BC templates, BC requirements, goals and for development of business Program
responsible resources critical success factors, and required activities case Manager
for BC creation - Roll-In Manager assigns BC creation tasks to team, sets up project - ISP Project Structure
- Assigned resources to organization, file shares and stores information centrally - High level project plan
create BC 5 Business Case Kickoff - Roll-In Manager defines timelines and responsibilities
- Roll-In Manager orders/ creates project structure in ISP to collect
BC evaluation efforts. He instructs BC team how to book efforts.

- FBS Proposal - See tab "BusCase Evaluation - Business case ready for Risk BC Team, driven by Portfolio Owner BC input provider, - Business Case Template (PPT)- Business Case Calculation Excel- FBS Dev Effort Estimatio
- BC Team Assesment & Controlling Roll-In Manager CD management
- FBS BC Template 6 Business Case Evaluation Review (optional)

- FBS Proposal - Roll-In Manager requests a GGC Meeting from CD operations and - GGC meeting invitation - Roll-in manager with Portfolio Owner CD operations
- BC Team defines and submits the related GGC invitees list. operations
- FBS BC Template - CD operations invites appropriate parties (IBU, Portfolio Group,
Field) -> appropriate participants determined individually with
Portfolio Management.
- Roll in manager is accountable that all required participants are
invited and that the minimum set of relevant people for decision
making will be present in the CD (track meeting acceptance, ensure
availability of substitutes or shift meeting if mission-critical people
cannot be available)
- One day before the GGC the roll-in manager distributes the final
Setup business case business case via email to the GGC participants for pre-reading
7 - Roll-in manager to agree with BC team on the presentation tasks
approval meeting (GGC) for the GGC meeting.
- Roll-in manager is accountable that for the GGC meeting the
business case is in right degree of quality, completeness, and
correctness that management expects and requires for decision
making. Roll-in manager is also accountable that until the GGC
meeting all required evaluation steps have been executed properly

- FBS Business Case - Roll-In manager hosts and moderates the GGC meeting, BC team - Approval or rejection of - BC Team Approval Meeting Approval Meeting - Stakeholders - Purpose: Management decision,
- Risk Assessment presents their individual parts of the case business case - Approval Meeting decision makers Owner - Corp Controlling whether the business case in question
- Positive Q-Gates - Voting members in the GGC are head of CD, head of portf.mgnt, - Plans for next steps Participants - Add-On Factory should be executed or not
results from step 6 head of operations, head of regional GCDE, regional RCD, head of - Message to stakeholders - To be organized by (Dieter Pollinger)
responsible IBU or/and product solution management - Meeting minutes created and Roll-In Manager
8 Business Case Approval
- GGC to decide on go–no go, conditions or next steps for BC. distributed by CD operations
- Portfolio Owner communicates decision to stakeholders.

- Approved Business - Archive GGC version of business case together with decision, - Archived Business Case CD operations CD Operations \\Pwdf1054\internal\01_Management\05_Global_Governance_Council\business_cases
Case 9 Archiving BC conditons, and protocol.

- Approved Business - PM to contact Karl-Heinz Brenzinger to request Program - Program Repository entry for Project Manager Accountable - Regional FBS Responsibles are Background: All development
Case Repository for new FBS and fill-in all available information new FBS execution GCDE Coach informed about programs have to be listed in SAP's
- Main cPRO for new FBS manager new entry via Program Repository. A separate
workflows. Program Repository entry based on
10 Request Program Responsibles get the blueprint for FBS has to be
assigned (e.g. created. The Program Repository
PPL) entry is initiated via the creation of a
Program Birth Certificate (online form
that contains a minimum set of basic
program information).
- Approved FBS in - PM to Contact Gunfried Peraus for preparation of production - System roll-in triggered Project Manager Accountable Production Add AOF production request -> to
Program repository 11 System roll-in request and system ordering. Please do not contact AOF directly execution On Factory be requested from AOF
without pre-aligning with Gunfried. manager

- Business Case - Tigger One Voice naming process. Since the assignment of the - Naming approval process Project Manager Accountable - Portfolio Expert - All Accountable, FBS Release Strategy Whitepaper Process_of_Naming_Individual_FBS_Solutions.doc
name takes 4-6 weeks this needs to be started as early as possible, triggered execution - Business Responsible and
since the name will be required for KM activities. manager Development Consulted team
Initiate naming approval -- Contact Claudia Gaissmaier to initiate the naming approval - Industry/suite members
12 (see PIL) process solution - Mary
marketing Odabashian
- Mary - Deana Narbus
Odabashian

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Focused Business Solutions
Cookbook
Version 1.0
Invent-Define
SAP Custom Development

Task Input x Task

General:
1
Background and History

General:
Alignment with standard -
2
IBU and/or LOB solution
management

General:
3
Offering feasibility

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Focused Business Solutions
Cookbook
Version 1.0
Invent-Define
SAP Custom Development

Task Input x Task

4 Optional: General:
Internal solution transfer

Optional: General:
5
Solution transfer from
external parties

General:
6
Intellectual Property and
Exclusivity

General:
7
3rd Party involvement

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Focused Business Solutions
Cookbook
Version 1.0
Invent-Define
SAP Custom Development

Task Input x Task

Go to Market:
8
Value Proposition

Go to Market:
9
Relevant market trends

Go To Market:
10 Get buy-in from related
industry marketing head

Go to Market:
11
Competition

Go to Market:
12
Pricing

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Focused Business Solutions
Cookbook
Version 1.0
Invent-Define
SAP Custom Development

Task Input x Task

Go to Market:
13
Customer Profile

Go to Market:
14 Demo requirements and
costs

Go to Market:
15
Costs

16 Education

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Focused Business Solutions
Cookbook
Version 1.0
Invent-Define
SAP Custom Development

Task Input x Task

Development:
17
FBS Scope Evaluation

Development:
Planning of customer
18
involvement in the
development phase

Development:
Determination of right
19
basis software release to
start with

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Focused Business Solutions
Cookbook
Version 1.0
Invent-Define
SAP Custom Development

Task Input x Task

Development:
20 Technical Feasibility
Evaluation

Development:
21
Project plan and timeline

Development:
22 Documentation &
Translations

Development:
23
System Landscape

Development:
24
Costs

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Cookbook
Version 1.0
Invent-Define
SAP Custom Development

Task Input x Task


Development:
25 Project Organization and
Staffing, Timeline

26 Revenue Potential

27 Revenue Projection

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Focused Business Solutions
Cookbook
Version 1.0
Invent-Define
SAP Custom Development

Task Input x Task

Maintenance:
28
Efforts

Maintenance:
29
System Costs

Check availability of
30
production slot at AOF

Consulting:
31
Implementation effort

Consulting:
32 Agreement to deliver
implementation service

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Focused Business Solutions
Cookbook
Version 1.0
Invent-Define
SAP Custom Development

Task Input x Task


- Finished business
case
- Risk register

33 Risk Assessment

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Cookbook
Version 1.0
Invent-Define
SAP Custom Development

Task Description x Task Output x

- Comprehensively evaluate history and background of the proposal - BC Slides "Background and
and the interests behind the FBS request. History includes history"
development history, validation history, sales and maintenance
history, existing customers, and the internal and external community
of knowledgeable people as well as stakeholders around the
solution. Pay special attention to potential showstoppers in the
history or context of a solution that might clash with FBS feasibility
or profitability conditions at a later stage.
- Analyze the motivation behind the proposal of building a solution
resp. turning an existing solution into an FBS, and whether a
respective FBS offering would truly satisfy both the FBS requestor’s
goals and the SAP CD profitability targets.

Agreement with the related Industry or LOB Solution Management is - Solution management
the most fundamental precondition for any FBS evaluation. Only owners identified and firm
solutions that are jointly considered suitable for the FBS product agreement to FBS. To be
type will be evaluated. Since FBS is a standard product, the portolio documented in BC + heads to
accountability for each FBS is always with the related IBU or ASM. If be invited to GGC as voting
an FBS proposal conflicts with plans that the standard portfolio participants
owners might have about the solution in subject, it will be rejected.
- Identify owner of related product area in standard (IBU or/and
ASM) - make sure to identify ALL relevant organizations and
decision makers
- Agree on at least mid-term coverage of the related solution area
via an FBS

- Offering a solution as FBS means that SAP offers certain - Results of checks for
functionality as an official standard product on the official pricelist. possible obstacles
Internally SAP CD is responsible for the FBS, which includes
product management and maintenance responsibility. For CD, the
solution must deliver high revenues and profit. It must be properly
evaluated if the nature of the proposed offering matches this profile
or whether it stands in contradiction to any of these characteristics.
It must be suitable to become an official standard product, it must be
suitable to be owned by SAP CD, and it must be a revenue driver.
- Check if valid offering from SAP portfolio perspective; partly
covered by standard alignment, additionally check with controlling
and/or other SAP departments where necessary with regard to
pricing, market or other rules, guidelines, governance, contracts,
plans

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Focused Business Solutions
Cookbook
Version 1.0
Invent-Define
SAP Custom Development

Task Description x Task Output x


If a solution is to be transferred from SAP internal parties, the - Results of checks for
handover conditions, technical feasibility and implications, and the possible obstacles
related efforts need to be evaluated. There are various aspects to
consider, for example quality of documentation, quality of coding,
availability of original developers etc. CD will usually only take
responsibility and ownership of a solution if the related coding can
be treated as a discrete add-on that can be moved to SAP CDs
development servers. It also needs to be properly checked if and
with how much effort maintenance can be provided by SAP CD
- Perform technical due diligence check
- Check IP, revenue allocation, ownership, 3rd party rights topics

An IP acquisition from a 3rd party not belonging to the SAP group - Results of checks for
requires involvement and guidance by Corp. Finance / Mergers & possible obstacles
Acquisitions team, regardless of the size or value of the solution to
be acquired. There is no shortcut or lean process for IP acquisitions,
but just one unified process for all kinds of IP acquisition. M&A takes
control of this process. It requires board approval, a related
business case, and comprehensive analysis of feasibility, product
quality, buy vs. built considerations etc. Also Corp. Tax, Legal,
Finance, and Accounting need to contribute.
The decision process for an IP acquisition via the board will need 2-
3 months. With regard to the complexity, internal costs and risks
(also regarding revenue recognition) that occur in the context of
such an acquisition, this option should only be considered if there is
high value and a very solid business case behind it that has realistic
chances for attention and approval of the SAP board.
- Perform technical due diligence check
- Check IP, revenue allocation, ownership, 3rd party rights topics
- For detailed proceeding follow documentation of acquisition of 3rd
party solutions

- IP is of key importance and needs careful evaluation. Reliably Confirmed check of CDP
determine where the IP for an existing part of the planned FBS contracts and IP situation
resides.
- If the FBS proposal is based on a previously built CDP, it has to be
checked carefully whether there is any exclusivity right for this
customer in place and valid. To check this, the original CDP
contracts for the initial customers have to be checked for a
respective clause; usually this is a paragraph in the related
statement of work. The situation can be more complex if the
respective SOW is part of a larger contractual framework, in such
cases also the framework contracts have to be checked.

- Check 3rd party involvement in development and solution history. If Confirmed check of 3rd party
there were 3rd parties involved, check if there are any agreements involvement and obligations
in place regarding IP usage, royalties, etc. Especially when a
solution was not developed at CD but in a market unit (via
consulting), the situation might be intransparent, make sure to
interview all people who might have related information and
document the results!

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Focused Business Solutions
Cookbook
Version 1.0
Invent-Define
SAP Custom Development

Task Description x Task Output x

Describe the overall business challenge being addressed, and the Value proposition documented
solution to be developed. This description will be used when in good quality in BC sldes
preparing the naming, pricing, and PPMS requests, so it is important "Value Proposition" and
to be complete, in good quality, and in a language suitable for non- "Solution Description"
experts.

FBS solutions need contexts and market topics to be embedded Results of evaluation if
into. Marketing and messaging strategies are always oriented on relevant market topics and
key topics in the market and areas of interest to which customer discussion with industry
budgets are assigned. A FBS must be if any possible connected to marketing responsible;
such a topic to make use of the respective field attention and documented on BC Slide
marketing programs as introduction and carrier for the specific value "Relevant Market topics"
of the FBS.
- Name to which current „hot topics“ at customers the FBS would
contribute, to which umbrella topics it would fit, which field marketing
budgets can be addressed

- Identify responible local and/or industry marketing head that would Commitment of responsible
need to promote the FBS and include it in his lead generation and regional or industry marketing
budget planning. Get his commitment to support the solution and head
include it in his plannings accordingly

- Competition can be everybody and everything that allows to Slide Competitive Situation for
address the pain points and benefits related to the FBS in an BC
alternative way. Competition can be
- External: Companies in the market who offer similar / competitive
products or solutions, Partners
- Internal: Other existing or planned SAP products or offerings
similar to the FBS which cover the same business need and deliver
similar benefits. This point has to be carefully evaluated with related
IBU and ASM.

- Pricing is dependent on the value that the customer perceives, but Pricing model for business
also on the pricing of comparable solutions. Value based selling is case, related slides in BC and
key, but the FBS-nature is to be add-ons to standard products, so excel
the price also needs to corelate with the pricing of the underlying
base software.
- The appropriate price niveau should be determined together with
sales and consulting. Target is to find a pricing oriented on the
perceived solution value. So find out what the business case for the
customer is and how the investment into the FBS will pay off for him,
this should make the value drivers transparent.
- Review and adjust pricing after named customer list has been
created, this allows simulation of various pricings
- Consult CD pricing expert (Michael Schnubel)

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Focused Business Solutions
Cookbook
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Invent-Define
SAP Custom Development

Task Description x Task Output x


- Basis of market potential or revenue estimation is a sharp target Customer profile definition for
customer profile. But there is also the risk of limiting the addressable BC
market too strongly by overloading the profile, the right balance
need to be found.
The customer profile should include the following aspects:
- Target Industry
- Target customer segment
- Targeted roles at the customer: budget owner / business process
responsible / IT responsible at the customer
- Specific characteristics regarding business, processes,
administrative or legal requirements
- Technical prerequisites (using the right SAP products on the right
release)
- Pain points

- Demo capability will be required for any solution. It must be Demo requirements
decided individually whether online or offline demo or both are formulated, related costs
needed, who will develop it (CD or consulting or other parties), and calculated in BC excel (part of
on which system at which costs it will run and be available. Go to market costs)
- Determine required time and efforts for building an appealing
demo, and calculate the costs in the respective BC excel

Estimate efforts and costs for the following positions: - Costs for go to market efforts
- sales kit creation for the BC target regions
- demo creation estimated in BC excel
- production of sales kit elements and collaterals
- translation of sales kit elements to required languages for target
countries
- Training --> see point 16

- Product Owner to define what kind of trainings and education Estimation of training efforts
material will be required and appropriate
- related costs will be budgeted in the related section in the GTM
costs calculation sheet
- CD can collaborate with SAP education for preparation and
delivery of trainings. If this is desired the Product Owner and roll-in
manager request an offer for delivery of training and materials from
education (contact: Colin Bailey)
- Colin will either provide a cost estimation, or inform CD that the
case would be big enough for education for them to invest
themselves

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Version 1.0
Invent-Define
SAP Custom Development

Task Description x Task Output x


The scope definition is one of the most mission-critical steps in the Solution Scope description in
FBS building. While in the CDP the scope is defined by a paying appropriate format for
customer, we need to define the scope by ourselves. This can either business case (1-3 slides for
mean the extension of an already existing CDP, or the definition of a the BC)
complete scope for a new product to be built from scratch. Errors in
the scope definition can hardly be corrected later and always lead to
missed budgets and timelines.
- Collect as much customer feedback as possible
- in case of a complete new development, plan to mandatorily
include 3 customers on an NDA-basis via CEI for the development
phase --> see step 18
- Clarify solution scope with subject matter experts
- Define solution scope to a level where detailed effort estimation,
value proposition (for revenue estimation) and feasibility
confirmation is possible

- For a complete new development or a CDP packaging with a Plan of customer involvement
substantial requirement for additional functionality, it is mandatory to
include customers in the development phase. Since customers
cannot buy the solutions before RTC, the collaboration has to be
based on feedback-NDAs that allow development-related
collaboration with customers without payment and need for firm
delivery commitments.
Related processes and agreement templates are owned by the CEI
team.
- For FBS it is mandatory to include at least 3 customers on that
basis. For the GGC 3 or more candidates should be identified as
possible candidates, and there should be an indication by the
account teams that they are realistic candidates. Usually these
customers should be amongst the most likely candidates of the
customer pipeline (80% candidates)

- Dependency on on SAP components and releases - make sure to Decision about basis software
build the solution on the release that most customers are using at release to start with
RTC date.
- Each FBS must support the most current release level of the
underlying basis software at the RTC time. CD may decide though
to start already on a lower release if that is considered necessary to
win customers early

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Focused Business Solutions
Cookbook
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Invent-Define
SAP Custom Development

Task Description x Task Output x


If the FBS proposal is based on an already existing solution or Results of technical evaluation
coding, a detailed analysis of this already existing coding is required on BC slide
to judge how much it will be suited to serve as basis for an FBS.
Individual points to be checked:
- Interfaces to 3rd party systems
- Architecture and complexity
- Compliance to SAP product standards
- Modifications:
*** Identify necessary modifications
*** Identify standard responsible for mod take-over
*** Identify conditions for mod take-over
*** Agree on take-over and get written confirmation
- Availability and maturity status of already existing coding (if there is
any)
- Present system landscape (if there is any)
- Validation history (if there is any)

- Create a plan about the project phases and a timeline slide for the Project timeline from BC
business case. Line out the main project phases (evaluation, approval to RTC
specification, design, realization, testing, packaging, delivery), make
sure to include respective time for AOF to assemble the add-on.
Usually three weeks should be used here are minimum required
time

- An FBS requires documentation material according to the Effort and cost estimation for
documentation product standard. The KM team is responsible for information development
estimating related efforts.
- Product Owner or GCDE PM to involve KM team and trigger them
to calculate documentation efforts

- Development systems are by default provided by the add-on Cost estimation for
factory (AOF). The required system landscape should be clarified development system
between the architect and AOF. AOF will then provide a related landscape in the BC excel
offering, including fees for systems and related service fees. This
estimation should be transferred to the business case as system
costs.
- Roll-In Manager to decide whether to use standard costs for worst
case estimation or consult AOF for a dedicated offer. AOF should
also be consulted in case of open questions about system setup.
Product Owner to host a call with AOF and roll-in manager included
in this case

- Development efforts should be calculated in a similar way as Development effort and cost
development efforts for a CDP would be estimated, and using the estimation
related development estimation sheet. The difference to a usual
CDP estimation is that higher efforts for PIL related aspects have to
be considered. For this purpose the related percentages have been
adjusted in the FBS development estimation template in a way to
match FBS requirements.

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- Create a plan about how to staff the development project. For the Staffing for development
BC decision there is no need for a final and confirmed staffing yet, project
at least it should be clear which resources will be required and if
they would be available

- The market potential is defined as the overall number of customers Top Down market potential, on
who fit the customer profile. Goal of the market potential description high level
is to get an idea how many customers could be addressed
theoretically for the solution, which Go To Market strategies and
instruments should be applied, and what the relation between the
planned revenues and the overall number of possible customers is.

- The expected revenue needs very thorough evaluation and must Bottom up revenue projection,
follow the defined scheme to ensure comparability across the completely detailed according
business cases. to excel template
The expected revenue figure of the business case is the sum of the
weighted discounted revenues from a list of named customers that
has been pre-qualified by the roll-in manager with solution
mangement, industry and MU experts, and related AEs at least for
the most likely customers.
The related evaluation and discussion process delivers actual
revenue estimation but also additional findings:
• Get buy-in of AEs of target customers
• Discuss project with related busdev and sales community
• Test and adjust pricing model
• Determine level of commitment of sales community
- Opportunity Weighting
Usually only high level weighting can be applied at this time,
indicated by general knowledge about a customer, history of
activities about the concrete solution, level of interest shown by the
customer so far. Based on these aspects, a high level weighting in
three categories can be applied, which are for consistency and
comparability defined as follows:
- 80% probability: Hot short-term opportunity, confirmed by related
AE, requires CRM opportunity
- 50% probability: AE or Industry Principle or Business Developer
believe in a good opportunity because there was concrete indication
of interest from that customer
- 30% probability: Customer fits target profile, but no concrete
indication of buying interest yet
For the 80% opportunities there should have been some initial
customer meetings and some concrete indication about willingness
to buy.
Each case must have at least two 80% opportunities and several
50% candidates.
- Estimation results to be confirmed / accepted by regional GTM
lead

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Task Description x Task Output x


- The maintenance cost estimation is not a concrete budget Maintenance cost calculation
planning, but it primarily serves as a check to insure that CD can for BC
provide profitable maintenance services for the case in subject. An
FBS that fulfills the defined revenue and profitability requirements
usually will also fulfill the maintenance profitability requirements,
unless the solution is extraordinarily difficult to maintain or the
system landscape too complex.
- The development experts are to estimate the required
maintenence efforts in PD/ year. It should be considered that
maintenance efforts will start rather high and then decrease over
time
- Maintenance efforts do not include development costs for new
releases, but only for support provision, bug fixing, service packs

- Estimate costs for running the required maintenance system Maintenance system
landscape. Usually this is the same as the development landscape, landscape cost calculation for
+ evtl. additional landscapes for new releases. For ABAP solutions BC
the system landscape home is AOF, for other solutions this needs to
be determined individually

- In case of an ABAP development where the add-on assembly will OK from AOF for the delivery
be carried out by AOF, check the timeline with AOF and get their date
agreement that they could produce the add-on in the target
timeframe. Since AOF has limited capacities this needs to be
checked, otherwise an unexpected project delay might occur.

- Provide an estimation of the implementation efforts for the Estimation of efforts for
customers to set the solution productive. This is important for getting implementation projects
an overall impression of the total required costs and project size for
the customer to make use of the solution -> Consulting should
provide related estimation

- Check with the consulting leads in the target regions if they are Formal OK of consulting leads
capable and willing to execute the implementation projects for the in BC target regions about
customers that the BC predicts. BC approval requires their OK. capability and willingness to
execute implementation
projects

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Task Description x Task Output x


- For EMEA: CD agreed with Risk Management on a simplified - Risk management ranking
process for FBS risk assessments. Here CD portfolio Mgnt can for the business case
execute risk assessments without direct involvement of a risk (high/medium/low)
manager, as long as the responsible risk manager is informed about - Updated BC including Risk
the result of the assessment and consulted in high risk cases. slide
- FBS Roll-in manager to schedule Risk Assessment with BC Team
(one-hour discussion meeting). Roll-In manager has to document
risks, consequences, mitigations, and a before/after risk weighting
according to the risk management rules
- Local risk manager receives the Risk documentation for
information when the final business case is distributed
- Risk documentation to be included into the business case slide
deck according to given format
- For US: conduct formal risk assessement with local risk manager

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SAP Custom Development

Responsible x Accountable x Consulted x Informed x

BC-Team Roll-In Manager - Idea providers


- Former product
owners
- Related IBU and
ASM

Product Owner, or Roll- Roll-In Manager - Responsible


In Manager jointly with decision makers
solution architect and in related IBU
idea owner in case no and/or ASM
definite product owner
is assigned yet

BC-Team Roll-In Manager - IBU/LOB


- other corp.
Departments as
appropriate

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SAP Custom Development

Responsible x Accountable x Consulted x Informed x


BC-Team Roll-In Manager - IBU/LOB
- other corp.
Departments as
appropriate

BC-Team Roll-In Manager - M&A team


M&A team - Controlling

Roll-In Manager Roll-In Manager In case of


reselling a CDP:
RCD Evaluation
Mgr of the initial
CDP

Product Owner Roll-In Manager

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SAP Custom Development

Responsible x Accountable x Consulted x Informed x

Product Owner Roll-In Manager - CD Sales


- RCD Roll-out
manager

Product Owner Roll-In Manager Regional


marketing
responsible
and/or industry
marketing
responsible

Product Owner Roll-In Manager Local industry


marketing head

Product Owner Roll-In Manager - IBU/ASM


- Industry and
local market
experts

Product Owner and Roll-In Manager - evtl. Corp


Roll-In Manager Pricing
- industry and
solution experts
- sales and
consulting forces
- CD Pricing
experts

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SAP Custom Development

Responsible x Accountable x Consulted x Informed x


Product Owner Roll-In Manager - IBU / ASM
- Industry and
local market
experts

Product Owner Roll-In Manager - Roll-out


manager

Product Owner Roll-In Manager - Roll-out


manager, industry
experts

Product Owner with Roll-In Manager - Roll-out


Colin Bailey from manager
education - optional Colin
Bailey
(Education)

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SAP Custom Development

Responsible x Accountable x Consulted x Informed x


Product Owner Product Owner PIL Coach

Product Owner Product Owner - CEI


- PIL coach
- IBU, industry
and local market
experts

Product Owner Product Owner - Industry and


local market
experts

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SAP Custom Development

Responsible x Accountable x Consulted x Informed x


GCDE PM or Product GCDE - PIL coach
Owner if agreed by - QGP
GCDE

Product Owner / Dev Product Owner / PIL Coach


project manager Dev Project
Manager

Product Owner with Roll-In Manager PIL Coach


Melanie Fischer

Product Owner Roll-In Manager - PIL Coach


- AOF
- QGP

GCDE PM/ architect GCDE - PIL coach Roll-In Manager

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SAP Custom Development

Responsible x Accountable x Consulted x Informed x


Dev project manager GCDE - PIL coach, Roll-In Manager
Product Owner

Product Owner with Product Owner - IBU, Industry


Roll-In Manager and local market
experts

Roll-in Manager with GTM Leads - Industry


Product Owner principles and
Account teams of
target customers
product owner

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SAP Custom Development

Responsible x Accountable x Consulted x Informed x


GCDE PM and architect GCDE - PIL coach Roll-in manager
- AOF
- CD
maintenance
team

Technical product owner Product Owner - PIL Coach


- GCDE
- AOF

GCDE PM GCDE AOF - Dieter Roll-In Manager


Pollinger/ Andrea
Frass

Product Owner Product Owner - Consulting

Product Owner Product Owner Consulting

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SAP Custom Development

Responsible x Accountable x Consulted x Informed x


Roll-In Manager Roll-in manager - Risk Manager - Risk Manager
- BC team

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Templates/Links x Comments/Guidelines x

BC slide "Background & History

BC Slides "Authors and


Responsibilities", and
Competition internal

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Templates/Links x Comments/Guidelines x

BC slide "Background and


history"

BC slides

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Templates/Links x Comments/Guidelines x

BC Slides

BC slides

BC Slides

BC Slides; guidance via portal


at /go/developpricing

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Templates/Links x Comments/Guidelines x
BC Slides

BC Excel

BC excel

BC Excel

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Templates/Links x Comments/Guidelines x
Scope template tbd

BC Slides

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SAP Custom Development

Templates/Links x Comments/Guidelines x
BC Slides

BC slides

BC Excel

BC Excel

BC Excel + estimation sheet

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SAP Custom Development

Templates/Links x Comments/Guidelines x
BC Slides

BC Slides

BC Excel, Sheet pipeline

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Templates/Links x Comments/Guidelines x
BC excel

BC Excel

BC Slides

BC Slides

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Templates/Links x Comments/Guidelines x
- Risk Assessment Template

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Task Input x Task Task Description x Task Output x Responsible x Accountable x Consulted Informed x Templates x Guidelines/Links x Comments x

- Successfully Please keep in mind the following guidelines: PIL Tracks


passed P2D Q-gate - cProjects is used instead of ZSOLPROD.
Visible only for historical reasons: - The solution must be a non-modifiying add-on.
All Development releasted activities are described - Use a separate namespace.
in the I2M (formerly known as PIL-) track at: FBS-TRACK
- Take care about product standards according to decisions in
planning phase.
https://ifp.wdf.sap.corp/sap/bc/webdynpro/sap/cprojects?sap-
- Usage of Operational Risk Management (ORM) is mandatory.
client=001&STARTVIEW=Templates&OBJECT_TYPE=DPT&GUID=00145E5A9B931ED2A491A2A16327EBAD&ROOT_OBJECT_TYPE=DPT&ROOT_GUID=00145E5A9B931ED2A491A2A16327EBAD&DetailView=EX1&sap-
Development - Perform a solid quality assurance in the project;
sessioncmd=open&EDITMODE=display&zextension=WHYHOW&sap-language=en
(Use GTP for testing and link CSN messages to test cases -> this
(Phase) helps in presenting test results in validation Q-gates.)

In this Cookbook you will find several references to PIL steps or to a


PIL program blueprint. You will find the PIL steps in your cProjects
project

Specification
(Subphase)

- Deliverables of - Specify customer specification from the end user's point of view - Review version of the - Product Owner Technical Product Customer, Knowledge SAPSpec
Invent/Define phase together with customer (if a customer is available and involved at specification - Technical Product Owner Quality Management
this point in time). Pay attention to the requirements resulting form Requirements Traceability Owner Management IBU or Standrad
Create Specification and the commited product standards. Matrix development
1 Requirement Traceability - Create the specification using SAPSpec. SAPSpec supports the
Matrix requirements tracking tool, no need to do an Excel based
Requirements Traceability Matrix in addition.
- Create or update the requirements traceability matrix.

- First version of - Create terms and glossary definitions according to the product - Terminology and glossary - Information Developer, Project Manager - Regional FBS Project Team Corporate Portal, go/sapterm
specification Create terms and glossary standard Documentation. - Translator GCDE Coach
2 - Technical Product - Quality
definitions
Owner Management

- Define and request application component (CSN components for - CSN message component Project Manager, Product Project Manager, - Regional FBS Project Team ACH portal page
Request CSN component message handling) for FBS. requested Owner Product Owner GCDE Coach
3 and application Background: FBS are typically industry related add-on solutions and - Quality
should therefore be created in the 3rd level of an Industry related Management
component
component

- Review version of Validate that the specification, terms, and glossary definitions are - Internally released version of Solution Architect Project Manager - Regional FBS T0158 Specification Review Checklist
specification complete and accurate; ensure 'four eyes principle': specification Solution Designer GCDE Coach
- Prepare review. - Terminology and glossary list Solution Developer - Quality T0217 Review Results List
- Perform review. ready to be entered into the Quality Manager Management
Internal Review of - Document open issues. terminology database Information Developer, T1027 Meeting Minutes
4 Specification, Depending on the project, field representatives and project - Review Result List/Meeting Translator
Terminology and Glossary management may participate in the review to reflect the customers' Minutes Technical Product Owner
view.

- Review version of Incorporate the results, feedback, and comments from the - 'Final version of specification Solution Architect Project Manager
specification specification review meeting into a new version of the specification Solution Designer
Meeting minutes and document. Solution Developer
action items Perform a second round of review. Also involve a customer if Quality Manager
Incorporate results of available. If necessary, depending on the amount and severity of Information Developer,
5
specification review changes that were made, until you have a final version of the Translator
specification that you release for the customer. Update the action Technical Product Owner
item list, if used, by closing the issues.

- Specification To protect SAPs intellectual property rights, the storage of the - Specification Documents Quality Manager Project Manager
Documents, following documents in the DEV cProjects is mandatory: and Review Minutes are
Specification Review Ensure IP Compliance - Specification documents (first and last version) stored in cProjects
Minutes, Review 6 Evidence - Design Documents
Result list (see PIL) - Specification and Design review documents
(see PIL Step 'IP compliance evidence' for details)

- Approved and - Update of development timeline, work amount, expenses, and Updated Project Plan Solution Developer Project Manager Knowledge
released specification resources (Project Planning). Solution Designer Manager
Project Monitoring and Especially consider the fullfillment of the production standards which Solution Architect
7 Execution have been planned in the planning phase Product Manager
Quality Manager
In case of change, inform involved parties (for example, KM).

Design (Subphase)

- Review version of design Solution Developer Project Manager T0160 Design


overview and architecture Solution Designer
Document the required structure and functions necessary in the - Requirements Traceability Solution Architect
development phase as a basis for implementation. This document Matrix updated (if, applicable) Technical Product Owner
- Approved and
© Copyright may be revised during the development (realization) phase.
released 2008 SAP AG. 42 of 63 12/23/2018
All rights reserved. - Choose necessary implementation standards.
specification
- Create Design Overview and Architecture.
- Architecture Create Design Overview
Definition from
8 - Describe the involved components and component functionality.
and Architecture - Describe the interface design between the components.
planning
- Technical prototype if necessary.
(Invent/Define) phase
If SAPSpec is not used, update the requirements traceability matrix.
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- Review version of design Solution Developer Project Manager


Task Input x Task Task Description x overview and architecture
Task Output x Solution Designer
Responsible x Accountable x Consulted Informed x Templates x Guidelines/Links x Comments x
Document the required structure and functions necessary in the - Requirements Traceability Solution Architect
development phase as a basis for implementation. This document T0216 ABAP Dictionary List
- Approved and Matrix updated (if, applicable) Technical Product Owner
may be revised during the development (realization) phase.
released
- Choose necessary implementation standards. T0165 Requirements Traceability Matrix
specification
- Create Design Overview and Architecture.
- Architecture Create Design Overview
Definition from
8 - Describe the involved components and component functionality.
and Architecture - Describe the interface design between the components.
planning
- Technical prototype if necessary.
(Invent/Define) phase
If SAPSpec is not used, update the requirements traceability matrix.

- Review version of Ensure that the design maps to the specification; that the design is - Released version of design Solution Developer Project Manager T0159 Design Review Checklist
design overview and feasible, taking into account complexity, volumes, and so on; and overview and architecture Solution Designer
architecture that all parties are supporting the concept. Solution Architect
- Prepare review session. Technical Product Owner T0217 Review Results List
Review Design Overview - Perform review session. Quality Manager
9
and Architecture - Document open issues.
- Work on open issues.
- Release Design Overview and Architecture.

- Released version of Document the required structure and function necessary in the - Review version detailed Solution Developer Project Manager see above
design overview and development phase as a basis for implementation. This document design Solution Designer
architecture may be revised during the development (realization) phase. - System Solution Architect
- Programming landscape/development
guideline - Describe the detailed design of the component. environment
- System landscape / - Analyze which existing software modules could be re-used. - Requirements Traceability
development - Refine the component interface design. Matrix updated
environment - Design the user interface. - SAPSpec updated
10 Create Detailed Design - Describe the detailed design of the component.
- Document all design decisions using the template design .
- Build technical prototype if necessary.

If applicable, update the requirements traceability matrix or


SAPSpec.

If applicable, create a change request for customer specification.

- Review version of Ensure that the design maps to the specification; that the design is - Final design Quality Manager Project Manager see above
detailed design feasible, taking into account complexity, volumes, and so on; and - Review Result List Solution Developer
that all parties support the concept. - Action items Solution Designer
- Requirements Traceability Solution Architect
If applicable ensure that the requirements traceability matrix is Matrix updated
updated. Usability Expert

Perform a Usability review for critical parts of UI Design (by Usability


Expert).
11 Review Detailed Design
Perform Design review:
- Prepare review session.
- Perform review session.
- Document open issues.
- Work on open issues.
- Release component design.

- Design Documents, To protect SAPs intellectual property rights, the storage of the - Design Documents and Quality Manager Project Manager
Design Review following documents in the DEV cProjects is mandatory: Review Minutes are stored in
Minutes - Specification documents (first and last version) cProjects
Ensure IP Compliance - Design Documents
12 - Specification and Design review documents
Evidence
(see PIL Step 'IP compliance evidence' for details)

- Initial PPMS entries The Scenario & Process Component List connects the business - Scenario List Product Owner Product Owner
view (scenarios and processes) with the technical view (SAP's Process list
software products). It describes the technical realization alternatives
Create Scenario &
of scenarios and processes based on PPMS information: What has
Process Component List to be installed and which combinations are supported.
13
(SCL & PCL) (See PIL Program c-Projects PIL step 'Scenario & Process
(see PIL) Component List (SCL & PCL ) for details.)

Realization (Subphase)

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Task Input x Task Task Description x Task Output x Responsible x Accountable x Consulted Informed x Templates x Guidelines/Links x Comments x
- All existing Update of development timeline, work amount, expenses, and - Updated Project Plan Development Architect Project Manager Knowledge
documents resources (Project Planning). Project Manager Manager
In case of change, inform involved parties (for example, KM). Quality Manager
Project Monitoring and Test Coordinator
14
Execution Knowledge Management

Communicate development guidelines (for example, system - Well prepared team Developers Project Manager T1047 Naming Conventions for G0175 ABAP Programming Guideline
landscape, programming guidelines, development milestones, Development Architect Development Objects
design & programming standards, documentation and translation (technical lead)
guidelines, and low-volume specific tasks). Information Developer Kick Off Material
Translator
Initiate kick-off realization. Technical Product Owner
G1018 Java Programming Guideline
Invite/consult Production Project Lead who will give an overview of: Quality Manager
- Add-on development specifics to developers Production Project Lead
- Programming/ - System landscape and development guidelines
Architecture - Add-on quality and Add-on maintenance
guideline and naming
15 Kickoff Realization Invite/Consult Information Developer/Translator who will give an
conventions overview of:
--- Tasks and goals of Information Development and Translation
--- Cooperation between Software and Information Development
--- Effective creation of raw documentation

Proposed pricing Each product needs approved pricing as a pre-requisite for revenue - Approval for pricing from all - Product Owner Portfolio Owner Corp. Pricing Erik Tiden
from Business Case recognition under US-GAAP required approvers - Business Development Portfolio Expert
(see PIL for details). - Portfolio Expert
- Finalize price list document & pricing proposal (see planning
phase).
- Create presentation for pricing approval by Bill McDermott (see
template "pricing approval ppt").
- Get approvals in the following mandatory sequence:
--- Erik Tiden (send internal pricelist)
16 Pricing Approval --- Corp. Controlling, and Corp. Pricing (Stefan Hoehfeld, Holger
Schiemann, send pricing approval form)
--- Bernd-Michael Rumpf (send internal pricelist, copy PK)
--- Richard Knowles (assistant to Bill) Timm Schmalfuss to send
pricing approval form, pricing approval presentation, and summary
slide from Business Case with expected costs / revenues /
profitability

Approved pricing - Request the setup of a license material number via Corporate - Material number for FBS Corporate Pricing Portfolio Expert Corp. Pricing
proposal Pricing upon receiving the pricing approval from Board. License Administration Portfolio Expert
- Inform and communicate the new material number to the Team
operations team.
Background: Software License Material is a code that is set up for
Request Software License each price list item. It is used for contract posting to reflect
17
material number customers’ licensing rights in ISP (Software Contract Administration)
and contains the information necessary for price calculation and
invoicing. Each license material number is linked to one or more
PPMS products.

- Specification The Test Strategy Document is created. - Review version of Test Test Coordinator Quality Manager Validation Project T0164 Test Strategy
Design strategy Quality Manager Lead (VPL)
The Test Strategy Document details the activities to be performed as - Test readiness Solution Architect
part of the test phases, it communicates all test-related tasks and checklist
activities, outlines the roles and responsibilities and schedule for all
test related tasks and activities, and defines the tools and
environment needed to conduct and support the test activities.
18 Create Test Strategy Identify phase requirements and initiate requirements management
activities (for planning phase capture project business
requirements). It also explains whether and how a customer is
involved in testing of the FBS solution. It also contains the list of
test sceanrios that are planned for the validation.

- Review version of Review Test Strategy. - Released version of test Test Coordinator Project Manager
test strategy 19 Review of Test Strategy strategy Quality Manager
Solution Architect
Project Manager

- Released version of Explain the Test Strategy to the FBS Customer (that is, the - Clarified customer Project Manager Project Manager Development
test strategy Customer who gives input for the creation of the FBS, for example involvement into testing Team;
Explain Test Strategy to
20 with respect to scope) and clarify details of customer involvement Test coordinator Test Team
FBS customer into testing of FBS solution

- RTM document Create test cases to adequately cover all functional and non- - Review version of test cases Test Coordinator Quality Manager T1039 Test Case for Upload to GTPG0209 Test Coordinator Guide
Specification Test functional requirements of the developed software solution. Use test - Requirements Traceability Test Developers
strategy cases prepared by the customer (if available) and applicable test Matrix updated
- Test catalogues or cases from underlying standard components as input. - Test Catalogue
cases from Use GTP for test case management and status tracking; create test - Test Plan
© Copyright 2008 SAP AG. 44 of 63 12/23/2018
underlying standard catalogue, test plan, and test packages. If you have used SAPSpec - Test Packages
All rights reserved. 21 Create Test Cases
product and/or for creation of the specification documents, test case frames are
previous release automatically created in GTP.
(allocated test
developers, Make sure that for every requirement, test cases are defined. Also
communication plan) consider test cases for checking the product standards.
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- RTM document Create test cases to adequately cover all functional and non- - Review version of test cases Test Coordinator Quality Manager
Specification Test functional requirements of the developed software solution. Use test - Requirements Traceability Test Developers
strategy cases prepared by the customer (if available) and applicable test
Task Input
- Test catalogues or
x Task Task Description
cases from underlying standard components as input.
x Matrix updated
Task Output
- Test Catalogue
x Responsible x Accountable x Consulted Informed x Templates x Guidelines/Links x Comments x
cases from Use GTP for test case management and status tracking; create test - Test Plan
underlying standard catalogue, test plan, and test packages. If you have used SAPSpec - Test Packages
product and/or 21 Create Test Cases for creation of the specification documents, test case frames are
previous release automatically created in GTP.
(allocated test
developers, Make sure that for every requirement, test cases are defined. Also
communication plan) consider test cases for checking the product standards.

- Implement and check the software component. - Implemented software Developers Project Manager T1047 Naming Conventions for Development
G0175 ABAP
Objects
Programming Guideline
--- Objects of the ABAP Repository objects Development Architect
--- Non-ABAP (Java programs and so on) - Revised design Information Developer
--- C programs, header files, make files, binary files, scripts documents Translator
--- All elements of the user interface - Created change
--- Draft version of documentation requests G1018 Java Programming Guideline
- Consider all relevant product standards.
- Final design - If necessary, revise project plan, or postpone activities based on
- Programming G0174 Code Review Guideline
22 Realization progress.
Guidelines and - Create code documentation.
Naming Conventions - Create user interface texts and configuration documentation (IMG)
(if written by non-native speaker, ensure language editing by native
speaker).
-Translate user interface texts and configuration documentation
(IMG).

Definition of Implement the measurement function according to the definition Measurement function Developers, Development Project Manager
measurement Implement measurement created in the Define Phase Architect
function 23
function

- Final specification T1013 User Guide


- Change requests
- Final designs Create the required solution documentation. Check the product
- Interviews with standard Documentation for details about the required T0248 Configuration Guide
developers documentation deliverables.
If written by non-native speaker, ensure language editing by native
speaker:
- Initiate translation of solution documentation. Information Developer
Create Solution Knowledge
24 - Perform review of solution documentation. - Solution documentation Translator Product Owner
Management
Documentation - Consider the FBS-specific requirements for documentation – for
example, with respect to solution manager or with respect to product
standard Business Solution Configuration.
The Information Developer has to trigger a review of all solution
documentation pieces, and the Product Owner has to perform a
sign-off of the documentation.

- Review version of Verify that test cases and test catalogue meet requirements and - Final Test Catalogue Quality Management Project Manager T0165 Requirement Traceability Matrix
test cases cover intended functionality. - Final Test Cases Test Coordinator
- Test Catalogue - Review Minutes Test Developers
- Finalize test phase requirements. - Action Items Solution Architect
25 Review Test Cases - Review test cases internally. Customer Project
- Review the test cases provided by the customer (if available). Manager
- Document review outcome.
- Update the Requirements Traceability Matrix.

- Implemented - Recurring throughout development: Run technical checks . - Check results Solution Developer Project Manager G0174 Code Review Guideline
software objects - Resolve problems found by technical checks before manual testing Solution Designer
- Specification starts. - Corrections Architect
- Design - Test all characteristics of the software you have created. Quality Manager
- Use automatic test methods as far as possible. - Tested software objects Test Coordinator
- Technical checks Conduct Developer Tests - Take care that CheckMan shows no Priority 1 and 2 errors. - Updated Test Cases Information Developer
- Test case 26 (Unit Test, Code Reviews, - Perform source code reviews. - Updated design documents Translator
Technical checks) - Perform individual function tests.
- Correct errors and retest functionality.

Also pay attention to checking that requirements resulting from


product standards are fulfilled.

- Implemented Depending on specific project requirements, the test strategy will - SW tested according to test T0169 Test Report
software objects name technical tests like Upgrade Test, Performance Test, Usability objectives
Test, and so on. - Completed Test Outcome Developer
Reports Development
27 Perform Technical Tests Test Coordinator
Architect T0250 QM Status Report
Quality Manager

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This is the formal end of development, from now on 'consolidation - Freeze of code, UI, and Solution Developer / Project Manager
rules' apply. dictionary Designer / Architect

The common levels for consolidation are:


Development Close (Code - Development (almost no restrictions)
28
Freeze) - Code freeze (including UI and dictionary)
- Correction phase
- Emergency correction phase

Test (Subphase)

- All existing Update of development timeline, work amount, expenses and - Updated Project Plan Development Architect Project Manager Knowledge
documents resources (Project Planning). Project Manager Manager
Quality Manager
Project Monitoring and In case of change inform involved parties (for example, KM). Test Coordinator
29
Execution Knowledge Management

- Test catalogues Purpose: System settings that are part of the basic customizing are - Prepared test system Test Coordinator Quality Manager G0209 Test Coordnator Guideline
- Test plans usually not part of the MIT. Also, for efficient testing, it is often useful (customizing and the like) Test Developers
- Specification to prepare customizing and test data in advance. Besides the basic - Test Plans and Test
- Allocated tester expertise they bring with them, testers need information about the Packages in GTP or in
resources Prepare test systems and new functionality as well as an introduction to test procedures. document form
- Test Cases tester (activities) for Please refer to Test Coordinator Guideline for details.
30
Module Integration Test
(MIT) If not already done, reserve a CSN component for problem reporting
during the test phase.

- Unit tested SW Verify that SW components work as specified, focusing on the - Completed test phase Test Team (developers) Project Manager
- MIT test strategy interfaces between these components. - Status updates in GTP or Test Coordinator
- Test plan document form Quality Manager
- Test packages (or - Perform tests according to MIT objectives. - CSN messages Testers from Customer
other tracking tool) - Report test results as defined (CSN, use GTP for test tracking).
- Test cases - Correct errors.
Execute (Module) - Re-test as required.
31
Integration Test - Confirmation of actual and remaining work, degree of completion
for activities in ISP.
- Test coordination to keep developers and tester from customer
focused on testing.

Create business Create business scenarios and process descriptions in the Business - Completed Solution Product Owner Project Manager Knowledge
32 scenarios and process Process Repository (BPR) of the Solution Manager. Manager content Information Developer Manager
descriptions Translator

- Documentation Purpose: Ensure that documentation deliverables meet the - Checked documentation Information Developer, Project Manager Knowledge
deliverables respective requirements and are free of technical defects. deliverables Translator, Manager
- Documentation Checklist SMEs
Pay special attention to documentation that is legally binding for low Product Owner
Documentation Review / volume solutions. Also ensure that the 'Documentation' and
33 'Business Solution Configuration' product standards are fulfilled as
Test
planned in the Invent/Define phase.

Review the solution manager content.

- Test Strategy Test success criteria should be considered to come to a decision - Test Exit Criteria Report Quality Manager Project Manager Project Team
-Test results regarding whether the actual test can be finished.
Test Exit Criteria Report
34
(see PIL) (See PIL Program c-Projects PIL step 'Test Exit Criteria Report') for
details.)

- Completed Test - Complete the Product Standards Report. - Product Standard Report T0167 Product Standard Report
- Complete RTM document. - RTM document
- Complete documentation checklist. - Final Test Report Test Coordinator T0169 Test Report
- Create Final Test Report. Development Architect
35 Create Test Reports Assigned SMEs (for Prod.
Quality Manager
Standards) T0250 QM Status Report

- Decision on - Perform the translation into the languages requested in the - Translated system and Knowledge Management Product Owner Knowledge
languages to be business case. documentation available in Manager
supported by FBS requested language
needs to be
Translation of system and
36
documented in documentation
Business Case Triggered by Product Owner/Project
Lead

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- Documentation - Conduct copy editing of solution documentation and translation. - High quality Information Developer, Knowledge Knowledge
Copy Editing / Language - Perform language editing if documentation is written by non-native documentation/translation Translator Management Manager
37 speaker
Editing

- Ramp-up Planning Ensure that Ramp-Up & RKT preparation is on track: - Ramp-up stakeholders are Product Owner Product Owner - Ramp-up All Ramp-up
out of define phase - Setup Ramp-Up Global Steering Committee and inform commited process coach stakeholders (see
stakeholders. - Documents T122 Ramp-Up - Portfolio Expert documents for
- Finalize Ramp-Up Timeline and Key Milestones. Organization, T285 Ramp-Up details)
Ramp-up Organization / - Finalize Ramp-Up KPIs: for FBS the KPIs are by default one live Timeline and T271 Ramp-Up
38
KPIs / Timelines customer and five shipments. KPIs are filled and uploaded
- Inform RKT project lead. to the "Documents" tab of this
(See PIL for details.) task

Go-to-market (GTM) -
39 Finalize Roll-Out Material See sheet "GTM - Product Launch Step 6 ff.
for GTM

- Business Case Go-To-Market


- Documents out of
GTM planning

40 Support Planning

- Continuing analysis Purpose: The risk management process includes identifying, - Initiation of risk management Project Manager Project Manager Quality Sales Owner Operational Risk Management (ORM) Application
of internal/external categorizing or quantifying, analyzing, controlling, tracking, and processes and monitoring that Risk Manager, Management
risks. communicating project risks. Risk management focuses on the will continue for the duration Product Owner,
Initiate Risk Management following: of the project Technical Product Owner
- continuous capture of risks, risk exposure, and response - Activity (project) and risks
process. Upload Risks to
strategies recorded in the ORM system
45 Operational Risk - exchange of risk information with related Business Units (for
Management (ORM) example, consulting and the like)
System. - updates from Risk/Response Owners on a regular basis (typically
provided by the Project Manager)

- RKT Planning out of For FBS, customer relevant go-to-market material (like - RKT Joint Decision - Portfolio Expert
define phase internal/external detailed solution presentation etc...) can reused to - Approval to use the roll-out
RKT Joint Decision serve as knowledge transfer material. material of the FBS as
knowledge transfer material
46 Approval
See PIL for more details. The contact person is Szilvia Deminger for
(see PIL) alignment

Go-to-market (GTM) Roll-


47 See sheet "GTM - Product Launch Step 7 ff.
Out preparation

- Business Case Discuss and align with Industry Solution Marketing responsible for - Alignment with Industry Product Owner Product Owner Comm/Naming/Br sap businessmaps
- Documents out of how to integrate the FBS in the industry sales portfolio / solution Solution marketing anding
GTM planning Integrate FBS in Industry map. The contact person is the same as for naming. - Portfolio Expert
48
specific Soluion map

Implementation-Package
49 See sheet "GTM - Product Launch Step 9
for FBS

- Quality Goals Determine whether the Quality goals defined in the planning phase - Quality Goal Compliance Quality Manager Quality Manager Product Owner,
are fullfilled. Report Project Manager Sales Owner
- KPI values that are not in the GREEN range are usually indicators Project team
Create Quality Goal for violations of Product Standard compliance that have to be
50 Compliance Report reflected in the respective Product Standard Compliance reporting.
(see PIL) - (See PIL Program c-Projects PIL step 'Quality Goals compliance
report' for details.)

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- Product Standards Create the Product Standards Compliance Report (see PIL - Product Standard - Project Manager Quality Manager Product Owner
Plan Create Product Standard Program c-Projects PIL step 'D2P Product Standard Compliance' for Complicance Report - Architect Sales Owner
Compliance Report for details). - Quality Manager
51 - Technical Product
D2P Q-Gate
Owner
(see PIL)

- Test strategy Define the quality assurance metrics with criteria, trigger levels, and - Production Charter - PPL PPL Project Manager Project Team
measured values (in the report section). - Quality Manager

Mandatory for auditable recording of validation target values and


results. This is a crucial element of mature software development
Creation of Production processes.
52
Charter
(See Program c-Project PIL step 'Production Charter' for details.)

- List of Customers Those products that have limited adoption in the market have to be - Uploaded (PIL track) "List of Sales Owner Sales Owner Product Owner
out of the Business detected early in the process chain – either to stop them or to named customers" (PIL Business
Case ensure that they pay off even with a low number of customers. Template T422) development

List of Named Customers Fill in template T422 “List of named customers” and upload it to the
53 "Documents" tab of this task. Per Quality Gate, different stages of
(see PIL)
customer engagement have to be proven.

- Initial PPMS entries - Create Component, Component Version and Product, Product - Updated PPMS entries • Creation of PPMS Technical PPL Product Owner T077 PPMS Entries Checklist
Version in PPMS (Product and Production Management System) entries: Frank Schneider - Solution Owne
54 Update PPMS entries system CSx, transaction BOPP. needs to be contacted by Sales Owner
Solution Architect

- Developed solution A short live demo showing the main functionalities should be - Solution Demo Product Owner Project Manager
performed to senior management. This can be done during the D2P
Q-Gate or in a separate meeting before.
Perform Live Demo in D2P
55 (See PIL Program c-Projects PIL step 'Live Demo' for details.)
Q-Gate (see PIL, optional)

- Business Case The handover from development to support shall be executed as a - Name of the Support Project Project Manager Project Manager - Regional FBS
Support: Nominate a project with a project lead to ensure handover quality and Leader GCDE Coach
effectiveness. - Support
responsibility for the
56 Execution
handover to the support Get in contact with the process owner for support execution.
team

- Business Case Th handover from development to support shall be executed as a - Support Project with charter Support Project Leader Project Manager - Regional FBS T1029 Maintenance Handover Planning
project with a project lead to ensure handover quality and GCDE Coach
effectiveness. - Support
Support: Initiate a project Execution
57 to handover a FBS to the Initiate a project for the handover to the support team (project
support oganization charter, and so on).

- Business Case To prepare the handover from development to support, all relevant - Collection of Basis Data of Support Project Leader Support Project - Regional FBS T1040 Handover Checklist Cust. Acceptance to Maintenance
- Development data of the Low Volume Solution shall be collected. the FBS to prepare the Leader GCDE Coach
project specific For example: handover - Support
documents like - Expected number of customers Execution
Specification, Design, - Development team (size, location)
and so on Support: Collection of - Product (size, development effort, complexity)
58 - Expected workload/resources needed
relevant Data of the FBS
See Templates for handover to SAP CD support team: T1040 -
Handover Checklist Customer Acceptance to Maintenance.

- Already existing The already requested OSS message component shall be assigned - FBS is assigned to the Support Project Leader Support Project - Regional FBS
message component Support: Assignment of to the FBS. requested OSS message Leader GCDE Coach
59 the FBS to the message component - Support
component Execution

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- All relevant SAP CD development team of FBS creates, together with the - Survival Guide node for the Support Project Leader Support Project - Regional FBS
documents from the support team during the handover process, a "Survival Guide" as a FBS Leader GCDE Coach
development project note for the specific message component. - Survival Guide node has to - Support
like Specification, linked to the Master Survival Execution
Design, and so on Support: Create "Survival This survival guide shall be used by Active Global Support and the Guide node (1278613)
Guide" as note for support team.
60
specific message - Use the master survival guide note (1278613) to create an FBS
component and FBS specific survival guide node.

- All relevant SAP CD nominates a support leader responsibile for the support - Support (execution) Project Support Project Leader Support Project - Regional FBS
documents from the execution of a FBS. Leader Leader GCDE Coach
development project Support: Nominate - Support
like Specification, 61 Support Responsibility for Execution
Design, and so on support execution

- All relevant The support responsibility for support execution initiates a support - Support (execution) Project Support Project Leader Support Project - Regional FBS
documents from the projects covering: - Support team Leader GCDE Coach
development project - The support project itself - Support
like Specification, - The support team through the normal staffing process to handle Execution
Design, and so on Support: Setup of Support the estimated/initial work load derived from the initial customer base
62 Project (execution) and - Nomination and assignment of development experts (also external
Subject Matter Experts) as fall back
Team
- Finalized handover planning

- All relevant - Organize meetings to hand over the FBS to the dedicated support - Successful handover to Support Project Leader Project Leader - Regional FBS T1028 Maintenance Internal Kickoff
documents needed team. support team GCDE Coach
for the successful - Prepare and execute meetings by using the template. - Meeting minutes - Support
handover Support: Handover to - Document the handover to the Support Organization in the PIL - Handover document Execution
63
Support Organization track of the FBS (Phase Maintenance and so on).

- Meeting Minutes Prepare Q-Gate from Development & Test to Production. - Meeting minutes of • Project Manager • PPL - Regional FBS - Portfolio Expert
from previous - Report data for SAP product standards Readiness Check • Project QM • Project Manager GCDE Coach
meetings - Check in / release deliverables for development & test phase and - Creation of decision • Validation Project Lead - Support
- Maintained PPMS SAP product standards in Program C-Project. proposal for Q-Gate meeting • PPL Execution
entries - Evaluate reporting deliverables for SAP product standards. to ensure effectiveness of the
- Program cProjects - Check if deliverables from development & test phase are checked meeting
deliverables into Program C-Projects. - Created Q-Gate presentation
- Reporting - Check if all action items from Q-Gate P2D have been completed. and agenda including results
deliverables for SAP - Check if PPMS entries are maintained. of Readiness Check
product standards Readiness Check for Q- - Check US-GAAP compliance.
- Results of 64 Gate Development&Test - Creation of Q-Gate presentation including results of Readiness
Development team to Production Check. Send out agenda of Q-Gate at least two days in advance to
internal testing participants of Q-Gate.
=> (See PIL Program c-Projects PIL step 'Readiness Check for D2P
Q-Gate.)

- Core Deliverables of The Development to Production (D2P) Q-Gate is executed to check - Result of Q-Gate • Project Manager • PPL - Regional FBS - Portfolio Owner T369 D2P Q-Gate Minutes
the development and whether all Core Deliverables of the development and test phase - Accepted, Accepted with • Validation Project Lead • Project Manager GCDE Coach - Portfolio Expert
test phase are are available. open action items, or Not • Production Project Lead - Support
available Accepted • QM Execution T366 D2P Q-Gate Presentation
- Results of The D2P Q-Gate shall provide a high degree of transparency for all - If not accepted, determine
readiness Check for concerned parties regarding the readiness of the program for the and agree on required follow-
D2P-Gate handover to the assembly & validation phase. up
Q-Gate D2P (Development - Feedback & Improvements
65
to Production) A joint decision is taken to accept or reject the Q-Gate. In the case - Meeting minutes
of rejection, there will be action items to be resolved before
rescheduling the Q-gate for the 2nd time.

(See PIL Program c-Projects PIL step ' D2P Q-Gate.)

- Minutes or conference call Project Manager Project Manager


summary (end of development
End of Development & checkpoint documentation)
66
Test Phase

Assembly & Validation


67
(Phase)

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- Final assembly of component prototype for Add-on. - Component prototype Production Responsible PPL Project Manager
- Final assembly of component prototype for languages (if
necessary).
Final assembly of - Execute quality checks on object list to be delivered and report
68
component prototype errors and track status of correction.

- Component - Perform installation test, upgrade test, or delta upgrade test with - Component validation results Validation Project Lead PPL Quality
prototype component prototype. Management
- Validation plan - Report errors in internal CSN-messages (CSN-component of Project Manager
project). Request project developers to correct errors and track
status of correction. Report results of testing in test description of
Component validation on test case.
69 - Run CheckMan in reference test system and analyze results of
reference test system
CheckMan and report errors (priority 1 or 2) in internal CSN-
messages (CSN-component of project). Request project developers
to correct errors reported by CheckMan and track status of
correction.

- Validation Plan Perform the solution validation (risk-based validation) according to - Solution Validation results Validation Project Lead PPL Project Manager Project Manager
the results of the risk assessment for validation in the planning Quality Quality
Perform Solution phase. Management Management
70
Validation Technical Product Technical Product
Owner Owner

- Initial ECCN The PPL requests the Project Manager to fill out the relevant - ECCN classification - PPL Product Owner T379 ECCN Classification
classification from templates and then sends these to the point of contact for ECCN - Project Manager
planning phase classification. The Production Project Lead and the Project Manager - ECCN Point of contact
Final ECCN Classification
are informed whether the software in question will be subject for
71 ECCN classification, what impact this will have, and how restrictions
can be avoided

- Results of - The Overall Validation Report is the compilation of results from - Validation Report - Validation Project Lead PPL Quality Project Team T296 Overall Validation Report
Component Component Validation and Solution Validation. - PPL Management Quality
Validation - This report is a mandatory piece of information for the P2R Q-Gate Management
- Results of Solution Create Overall Validation decision.
72
Validation Report (See PIL Program c-Projects PIL step 'Overall Validation Report for
Details'.)

A lot of detail information is necessary to enable the Production - Delivery Checklist Product Owner Product Owner T147 Delivery Checklist
Logistic Services (PLS) team to create a software package - Fist Steps for Customer Project Manager
(regardless of whether it is physical or for download) integrated in - Info Page for Installation Validation Team
T232 Fist Steps for Customers
the standard shipping process. The information requested for the QM
final version of the Delivery Checklist is required latest at Q-Gate
P2R. The final versions of the First Steps for Customers and the Info T358 Info Page for Installation
73 Final Delivery Preparation Page for Installation have to be provided to P2R too, so it can be
handed out to customers.
=> See PIL Program c-Projects PIL step 'Delivery preparation (final)'
for Details.

- PPMS entries The Product and Production Management System (PPMS) is the - Updated PPMS entries Validation Project Lead Production Sales Owner T077 PPMS Entries Checklist
(initial) from planning central knowledge repository for (technical) information on SAP Project Lead
phase Software Components/Products. Central SAP CD
- Create component, component version and product, product Release
version in PPMS (Product and Production Management System) Management
74 Create final PPMS entry system CSx, and transaction BOPP. Detail country availability in
PPMS PVs.
=> See PIL Program c-Projects PIL step 'PPMS entries (final)' for
details.

- Accessibility test The Voluntary Product Accessibility Template (VPAT) is a common - Filed VPAT Quality Manager Project Manager Product Owner
report template that private companies such as SAP use to state the level
of Section 508 compliance (US law) of their products and services
Create Accessibility before a sale can be made.
75
Report about VPATs (See PIL Program c-Projects PIL step 'Accessibility Report about
VPAT' for details)

- Risk validation out Create risk reporting presentation (which has to be provided during - Uploaded (PIL track) Project Manager Project Manager Quality
of the Business Case the Quality Gate) "Business Risk Assessment" Management
- Insert the top risks (maintained in the ORM system) in the risk (PIL Template T395)
reporting template T395 “Business Risks Assessment”.
Risk Management
76 - Upload the completed risk reporting document in the “Documents”
(see PIL) tab of this task and reuse the slides if you create the Q-Gate
presentation.

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Ensure that Ramp-Up & RKT preparation is well on track: - Ramp-up stakeholders are Product Owner Product Owner - Ramp-up All Ramp-up
- Verify that the Ramp-Up Global Steering Committee is set up and commited process coach stakeholders (see
the stakeholders are informed and committed. -Documents T122 Ramp-Up - Portfolio Expert documents for
- Verify that the Ramp-Up Timeline and Key Milestones are defined. Organization, T285 Ramp-Up details)
- Verify that the Ramp-Up KPIs are defined and approved. For FBS Timeline and T271 Ramp-Up
Ramp-Up & RKT the KPIs are by default one live customer and five shipments. KPIs are filled and uploaded
77 Preparation verification - Verify that the RKT project lead is informed and committed to the "Documents" tab of this
(see PIL) (see PIL for details). task

- Finalized Roll-Out The intention is to publish the roll-out assets and make it available - Roll-out material is published Product Owner Product Owner Comm/Naming/Br Process for uploading assets to SMART
material as Sales Kit officially. as Sales Kit on the SAP CD anding
portal page - Portfolio Expert
Publish
The process with the contact person to publish material in SMART
78 Roll-Out Material and on the SAP CD portal page is described in the linked document
(Sales Kit) (see template).

For every ACS2/FBS, a release availability document has to be - Release availability - Portfolio Expert - Portfolio Expert - Portfolio Expert Release Availability Documentation Guide_to_administer_the_Availability_PortalPage_for_FBS
Folder (as Template) Additional documents are stored in
created in English and German and has to be published on the documentation created and \\sapcd\projects\13_Adaptable_Custo
service marketplace. The document lists the currently available published on the service m_Solutions\09_Methodology\01
versions of the ACS2/FBS and, for each version, the required base marketplace UpgradeRights
software required. In addition, the different languages available for
each version are listed.
79 Publish Release
- Contact Product Owner to get release information.
availability documentation
- For FBS: Upload to Corporate Portal/SMP.
- For ACS2: Contact Stefan Nuber for upload on the SMP to the
download area (SDCC).

- List of Customers Those products that have limited adoption in the market have to be - Uploaded (PIL track) "List of Product Owner Product Owner
out of the Business detected early in the process chain – either to stop them or to named customers" (PIL
Case List of Named Customers ensure that they pay off, even with a low number of customers. Template T422)
80 - Fill in template T422 “List of named customers” and upload it to the
(see PIL) "Documents" tab of this task. Per Quality Gate, different stages of
customer engagement have to be proven

- All mandatory Execute Readiness Check meeting to determine readiness for the - Readiness Check Minutes Ramp up Driver Ramp up Driver - Regional FBS - Portfolio Expert
deliverables for the Q-Gate Product Owner GCDE Coach
project - The overall person responsible for organization and execution of PPL - Quality
the Readiness Check is the Q-Gate owner – in this case (P2R) this Project Manager Management
is the Ramp-Up Driver.
- The Q-Gate owner invites the Q-Gate meeting participants (without
senior management) to the Readiness Check meeting (≈1h),
prepares the Q-Gate presentation, takes care of an updated
Readiness Check for P2R Program Project Blueprint, moderates, and writes the minutes of the
81 (Production to Ramp-up) Readiness Check meeting.
Q-Gate - All mandatory deliverables have to be available two weeks prior to
the Readiness Check at the latest.
- The Readiness Check should be finished one week prior to the Q-
Gate meeting.
=> See PIL Program c-Projects PIL step 'Readiness Check for P2R
Q-Gate' for details.

- All mandatory Execute the Production to Ramp-Up Q-Gate to check whether all - Q-Gate presentation T410 Q-Gate Meeting Minutes
deliverables for the Core Deliverables of the assembly / validation phase are available. - Q-Gate minutes
project - The P2R Q-Gate shall provide a high degree of transparency for all
- Readiness Check concerned parties regarding the readiness of the program for the
T368 Q-Gate Presentation P2R
Minutes for P2R- handover to the deploy phase. A joint decision is taken to accept or
Gate reject the Q-Gate. If rejected, there will be action items to be
resolved before rescheduling the Q-gate for the second time.
- The Ramp-Up Driver is responsible for the execution of the P2R Q-
Gate. The P2R Q-Gate presentation needs to be filled in (see Ramp up Driver - Regional FBS
subtask "P2R Q-Gate Presentation"); mandatory participants need - Portfolio Owner
Perform Q-Gate P2R Product Owner GCDE Coach
82 to be invited for the meeting; Q-Gate results need to be documented Production Project Lead
Ramp up Driver
- Quality
- Portfolio Expert
(Production to Ramp-Up) - Sales Owner
in the minutes (see subtask "P2R Q-Gate Minutes”), and resulting Project Lead Management
Action Items need to be tracked via CSN tickets from the "Workflow"
tab of this task (further information on Workflow).

- Approved pricing Request release of Software License Material. The Software - Releases License Material - Portfolio Expert Product Owner
proposal Release Software License License Material is typically blocked until a succesful release Q- Number
- Completed Release 83 gate. The release is done by Corporate pricing.
Material
Q-Gate

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- Performed ACS2 The FBS Order Form needs to be created and localized for each - 'Localized Order Form Corporate Legal Portfolio Expert Product Owner
release Q-Gate country before being able to sell the FBS in this country. Thus, as
soon as there is a promising opportunity in the pipeline, check the
product availability matrix to determine whether the solution is
already available in the country. If not, the Portfolio Expert requests
Creation of local contract the localization from Corporate Legal , who then coordinates this
84 with the local departments.
templates / order form
When localization is finished, the Portfolio Expert coordinates the
update of the country availability in PPMS PVs and in the release
availabilty document.

End of Assembly &


85
Validation Phase

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Highlights of FBS Ramp-Up: Ramp-Up Driver Ramp-Up Driver Ramp-Up Coach reporting by PSI
- Monitoring is done by PSI. The status is reported based on CPI Ramp-Up Owner Ramp-Up Owner Ramp-Up Process
entries to the SAP Board. CPI is maintained by RampUp Coach. Coach
- The CD Project team provides a “Back Office Contact” that is
available for the customer.

The following roles have to be covered:


1 Ramp-up (Phase) - Ramp-Up Driver can come form CD, Monitoring the Ramp-Ups
- Ramp-Up Owner, can be the SAP CD Project Leader or staffed
from PSI, Maintains CPI Project
- Back Office Contact, can be the SAP CD Project Leader
- Ramp-Up Process Coach (PSI)

x x x x x x x x x x x x x x x x x
This task describes the execution of the ramp-up phase. - Ramp-up KPIs full-filled (by RU Global RU Global Ramp-Up Coach reporting by PSI
- The Ramp-up Global Steering Committe (GSC) monitors and default five shipments and Steering Steering Ramp-Up Process
controls the RU process at a global level and supports customer one live customer) Committe (GSC) Committe (GSC) Coach
implementation projects.
- The defined target values for the KPIs (which are by default five
shipments and one live customer) must be achieved to exit the
2 Ramp-up Execution Ramp-Up phase. (See also related steps in PIL for details.)
- During the ramp-up phase, the FBS stays in restricted shipment.
Technical Shipment of products is managed manually by the RSD
team (Karin Fischer). To release a ramp-up shipment, the back
office lead has to contact Karin Fischer.

- Shipped Software - Perform a planning of the support packages and new versions to - Support Package Planning - Project Manager Product Owner Central SAP CD
ensure interoperability with the basis release. Define the frequency - PPL release
and the necessary test activities. - Technical management
- Ensure that all relevant Basis releases are considered. Consider Product Owner
Enhancement packages, feature packages, and conflict resulution - Quality manager
Support Package / Version packages.
3
Planning - Ensure that the project team is appropriately staffed and aware of
the plan. In particular, consider documentation development and
translation activities.

x x x x x x x x x x x x x x x x x
- Shipped Software This is a production internal task (no action by program to be - Maintained and checked PPL Production Quality
taken!). data in PLS Logistic Services Management
- To be compliant to SOX requirements, SAP has to ensure that the (PLS) team
software delivery comprises all items that have been purchased.
Production has to confirm and document that the completeness was
verified.
- After RTC, an IT/IBC ticket has to be created and processed for
Software Package each software verification by the Operations Scheduling of
4
Verification Production Logistic Services (PLS) team.
The PLS team member has to open an IT/IBC ticket via the
“Workflow” tab of this task.
=> See PIL Program c-Projects PIL step 'Software Package
Verification' for Details'.

GTM: Publish Go-To-


5 Market Roll-out materials See sheet "GTM - Product Launch Step 11
in SMART and Sales Kit

6 GTM: Execution See sheet "GTM - Product Launch Step 12 ff.

The Ramp-Up Decision Meeting outcome is a formal decision for - Ramp-up KPIs full-filled (by RU Global RU Global Ramp-Up Coach reporting by PSI
End of Ramp-Up Decision ending the Ramp-Up program and moving the solution to the default five shipments and Steering Steering Ramp-Up Process
7 unrestricted shipment phase. Exit KPI for FBS: One live customer one live customer) Committe (GSC) Committe (GSC) Coach
(Point) and >= five shipments .

8 Support Execution

- Signed contract by - The dedicated support team of the FBS shall be informed of the - Customer name and Sales Owner Sales Owner
a new customer Support: Support Team new customer. Contact the respective project leader for support information to be
9 shall be informed in case execution. communicated to the support
team
of a new customer

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- Signed contract by The support team shall check and determine the coverage of the Support Support
a new customer Support: Check Support support contract sold to the customer. Execution Execution
10 Contract (ES) for each - Initiate or update the internal project folder – especially the Project Manager Project Manager
knowledge SLA execution or whether there is a special agreement
new customer
(restricted/unrestricted shipment).

- Signed contract by Organize a meeting with the customer to inform the customer about - Alignment with the customer Support Support
a new customer the OSS message component and to educate the customer on Execution Execution
Support: Meeting with general topics regarding support (setting the right expectations and Project Manager Project Manager
11
Customer (optional) so on).

- Signed contract by Primary Support consultants in AGS refer to the FBS survival guide - Survival guide Internal note Support Support
a new customer Support : Prepare Survival note for FBS components. This note is included in SAP overall number Execution Execution
12 survival guide note # 1118134 to take care of Priority 1 SLAs and Project Manager Project Manager
guide
Root cause analysis.

- SAP CD support team monitors customers messages related to Support Support


any FBS message component during normal local working hours. Execution Execution
- SAP CD global dispatchers will take care of Priorty 2 SLAs with all Project Manager Project Manager
the pre requisites mentioned in the standard Enterprise Support or
Support: Monitoring of Max attention contract beyond the normal business hours.
13 - AGS primary support monitors also the SAP CD specific message
FBS message component
components to ensure SLAs (IRT, CA) for customer messages with
priority 1 .

- SThe AP CD support team starts processing any messages related Support Support
to an FBS and proviedes solution during normal local working hours. Execution Execution
- Classify the reported issue whether it is: Project Manager Project Manager
- consulting
- change request -> inform also RCD
Support for FBS: Support - bug -> fixing in case of a real/reproducable failure
14
Execution
Clarification needed about who is responsible for the
implementation on the customer side and how to handle the
different options internally.

The SAP CD support team updates any documentation (for Support Support
Support for FBS: Support example, survival guide) if required based on updates during Execution Execution
15
Excellence maintenance. Project Manager Project Manager

- The SAP CD support team staffs and schedules on-call duty for Support Support
specific projects or customer implementations and limited periods if Execution Execution
Support: Adjust Support needed (for example, for Go-Live). Project Manager Project Manager
16 - The SAP CD support team has to be adjusted based on the
Team support effort (for example, new customer and higher number of
customer messages) .

- Business Case Regular alignment is necessary because the knowledge around - Alignment Product Owner Product Owner
standard development & partner strategy is key for the FBS success '- Knowledge about plans of
since the Product Owner needs to react on any strategy changes in SAP standard development
Regular Alignment with
the area of the FBS.
17 SAP standard
development Should be done once a year.

- Planned Revenue & Monthly, compare the planned Revenue & Costs from the Business - Reporting dashbooard (raw Portfolio Expert Sales Owner Senior CD management, FBS Reporting Concept
Costs from the case and from the yearly FBS Planning with the Actuals from ISP. data) Management if Stakeholders of
Business case and ACS2/FBS performance Identify deviations. Inform Sales Owners and Business Program - Management Summary required the FBS approval
from the yearly FBS 18 reporting and business Owners and call for action if needed. Update Senior management, if (IBU, Field)
Planning. Actuals case review needed.
from ISP

- Monthly ACS2/FBS A detailed evaluation of the success of all ASC2/FBSs and the - Agreed action plan Portfolio Owner Portfolio Owner RCD, Field, ISM RCD.
performance market status is done on a yearly basis jointly by Solution - Updated Business Case Sales owner Field and ISM if
reporting and management and the FBS Sales and Product Owners. Based on Product Owner actions require
business case the findings an action plan and a new business case may be derived their support
- Sales feedback on Evaluation of current . The action plan can include different actions like sales support
19
the market situation situation activities, a change in the pricing model, changing the solution, or
by CD Business even terminating the solution. After putting in place the action plan, it
development is regularly monitored by Solution management.

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Task Input x Task Task Description x Task Output x Responsible x Accountable x Consulted Informed x Templates x Guidelines/Links x Comments x
- Current Pricing If the pricing metric for an FBS needs to be adapted to market - Approved new Pricing Portfolio Expert Business RCD, Field, ISM CD management, see templates in Invent-Define
Scheme needs after it has been approved, the following steps have to be Scheme Business development Stakeholders of phase
- Feedback that done: development the FBS approval
pricing scheme is not - Prepare adjusted pricing scheme and provide update BC (update Product Owner (IBU, Field)
appropriate 20 Adapt/Change Pricing revenue forecast):.
- Present proposal in BC approval meeting and get approval.
- Follow Pricing Approval steps in the FBS PIL Program.
- Perform price list update and update of related material.

- Change in release, For every ACS2/FBS a release availability document has to be - 'Updated release availability Product Owner Product Owner Portfolio Expert Controlling (ACS Release Availability Documentation Guide_to_administer_the_Availability_PortalPage_for_FBS
Folder (as Template) Additional documents are stored in
version, or language created in English and German and has to be published on the documentation created and only) \\sapcd\projects\13_Adaptable_Custo
availability service marketplace. The document lists the currently available published on the service m_Solutions\09_Methodology\01
versions of the ACS2/FBS and, for each version, the required base marketplace UpgradeRights
software required. In addition, the different languages available for
Publish Release each version are listed.
21
availability documentation - Contact the Product Owner to get release information.
- For FBS: Upload to Corporate Portal/SMP.
- For ACS2: Contact Stefan Nuber for upload on the SMP to the
download area (SDCC).

- Evaluation of the Different Use cases: - FBS is removed from Sales Owner Portfolio Owner RCD, Field, ISM, RCD, Field, ISM,
success of FBS - End of Sales: Sales Owner proposes to terminate selling the pricelist Portfolio Owner Controlling, Corp. Controlling, Corp.
indicates termination solution. This has to be aligned with the other stakeholders of the Pricing Pricing
- Agreed action in FBS in the field and ISM. The proposal has to be prepared and to
action plan be approved in the GGC and in the portfolio council. After the
Tasks to Terminate an approval all stakeholders have to be informed. The FBS has to be
22 removed from the price list. The GTM material has to be made
ACS / FBS
unavailable.
- Retrofit into SAP standard suite (t.b.d.)
- De-Listing of FBS (sales on request)
- End of Lifetime (after end of manistream maintenance)

- Decision about Sales Kit & Adapt FBS Overview presentation, FBS portfolio overview - Changed Sales Kit Product Owner Product Owner
future FBS 23 change of FBS Roll-out presentation, or roll-out material in general. - Changed FBS material
development material

- ACS2/FBS - Communicate portfolio updates in newsletter to all stakeholders. - FBS/ACS2 announcement Comm/Naming/Br Portfolio Owner Business CD & FS
performance - Communicate updates on FBS/ACS2 page in Corporate Portal newsletter anding Development ACS2/FBS
reporting and and all other internal views on CD Service Portolio. - Section in Quarterly CD - Portfolio Expert Community, IBU
business case review - Communicate updates in all external views on CD Service Portolio. newsletter
- Major decisions in - Communicate updates in regular FBS/ACS2 Steering Committee - FBS/ACS2 page in
action plans Communication of Corporate Portal updated
especially with focus 24 updates / decisions and
on sales activities its consequences
- Changes to the FBS
portfolio

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Task Input x Task Task Description x Task Output x Responsible x Accountable x Consulted Informed x Templates x Guidelines/Links x Comments x
Business Case --> - Select appropriate audience for this first "hands-up" information. Hands-up meeting with CD GtM, product CD GtM Regional field /
Target countries and - Provide information about scope, targeted market, etc from aligment about programs and owner industry marketing
customer list Inform affected IBU, business case strategies of IBU, business resp., RCD,
business development - align with their programs and strategies for next year development als presales Industry BusDev,
1 IBU, Industry Bus.
and presales community
about upcoming solution Solutions team

Business Case --> - Define and request right license and service sales bag Sales bag assignments and CD GtM, product Product owner Regional field /
Product environment assignments IBU commitment owner industry marketing
- check relevance for existing or planned sales play programs resp., RCD,
Align essential frame
- Align with IBU Solution Explorer / Value MAP assignments Industry BusDev,
2 conditions with other SAP IBU, Industry Bus.
organizations Solutions team

Defined list of target - Check if solution scope is applicable in the desired target countries Detailed overview of countries Product Owner, Product owner RCD, Industry
countries - Check where translations of the solution and/ or of G2M material to be addressed and related CD GtM BusDev, IBU,
Identify requirements for would be required requirements per country Industry Bus.
realizing a product roll- Solutions team,
3 CD Portfolio Mgnt,
out in the defined
countries Technical Solution
Owner

Business Case --> - Identify countries where the solution can and should be offered. Concrete list of countries Product Owner, Product owner, Regional field / RCD in the
Target countries and Basis for this are the countries on which the business case is based, where the solution shall be CD GtM MU CD sales industry marketing affected countries,
customer list these are the "Must Do" countries. But there can be potential in offered in a 1st wave, at a resp., RCD, CD Portfolio Mgnt
Define Target regions and
other countries that were for efficiency reasons not considered in later time, or not at all Industry BusDev,
4 countries for Product the business case, so here the complete target regions are to be IBU, Industry Bus.
Launch defined. Solutions team

3 months before RTC - Identify customers who fit to the defined customer profile Concrete list of target CD GtM CD GtM, MU CD Regional field / RCD in the
- Determine installed base (underlying software) of these customers customers sales industry marketing affected countries,
resp., RCD, CD Portfolio Mgnt
Industry BusDev,
5 Define target customers IBU, Industry Bus.
Solutions team

Defined list of target Use central G2M Methology and Templates to create central G2M - Central Go To Market plan Product Owner, CD GtM RCD, Industry
countries Plan for defined Market Units and Target Groups. In addition check if and overview of required CD GtM BusDev, IBU,
specific things are necessary for individual countries/Market Units. assets / activities per Industry Bus.
'- Define detailed launch and activity plan with regional marketing addressed country based on Solutions team,
responsible central Methodolgy of the Regional
--- Define activities, communications and sessions Custom Development Solution country/industry
--- Define required instruments, materials, and efforts, estimate their Portfolio Team and check marketing teams,
Create detailed Go To costs necessary specissities regional
Market plan per country --- Check availability of local marketing budgets to fund locally - Detailed list of funding consulting teams
6
and identify local funding required assets and activities. Local translations and activities sources per country, results of
sources should be funded as much as possible by local marketing orgs. funding requests in the local
Consider using CD budget only for important assets where local marketing orgs
funding has been checked and was explicitly declined.

Defined list of target - Get opt-in (or opt-out) of predefined MUs and countries Definetely opt-in or opt-out CD GtM CD GtM, MU CD Regional field / RCD in the
countries - Check understanding of needed MU engagement (assets, experts, sales industry marketing affected countries,
...) resp., RCD, CD Portfolio Mgnt
Opt-in of preselected MUs Industry BusDev,
7 IBU, Industry Bus.
and countries
Solutions team

G2M plan and Compare finalized Go To - Map identified costs from step 3 that will remain on CD side Detailed need of G2M budget Product Owner, CD GtM, MU CD CD Portfolio Mgnt
identified budget Market plan with available against the G2M plan and allocated costs in the business case and increase from CD side CD GtM sales
requirements identify funding gaps
8 budgets and check if
available budgets are
sufficient

Details about - Create business case that justifies additional G2M spending by Approval of additional G2M Product Owner, Product owner, CD Portfolio Mgnt
required budget If required: Get approval achievement of additional revenue on top of the revenues listed in budget to realize planned CD GtM MU CD sales
increase from CD 9 the initial business case product launch
for additional G2M budget
side - Get approval (format to be defined by Portf. Mgnt)

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SAP Custom Development Deploy - Optimize Version 1.0

Task Input x Task Task Description x Task Output x Responsible x Accountable x Consulted Informed x Templates x Guidelines/Links x Comments x
Detailed G2M plan - Create all documents in English and German (for RTC Release to Ready to use sales kits for the Product Owner, Product owner, CD Portfolio Mgnt Invitation template to Product
and approved Customer) and for further languages acc to previous steps: agreed target countries CD GtM MU CD sales Launch, Max 4 page slide,
budgets 1. SAP internal Fact Sheet, corresponding to G2M plan divided in Solution overview,
2. SAP internal 'Selling Made Easy' to Sales Force (Product commercials, target customer
Arguments, Background Information, etc...) group.
3. External Customer One Pager,
4. External Sales Presentation (Getting to Know),
5. internal/external detailed solution presentation
Prepare sales kits and 6. External Customer Screen Cam (5 to 10 min)
10 7. Demo in the cloud
agreed assets
8. ROI calculation

'- for GA (General Availability after Ramp Up) translate the


documents respective the Launch (Rollout) Phase

'- additional translation has to be done as defined and agreed in


FBS business case and plannings (e.g.: in addition UI translation or
translation of all documents etc...)

Detailed G2M plan - Internal events (like workshops, trainings etc.): Identify invitees, Plan about events in the Product Owner, Product owner, Regional RCD, CD sales, Invitation template to Product
agenda, presenters, arrange together with local marketing or other target countries CD GtM MU CD sales marketing community Launch, Max 4 page slide,
Prepare events per stakeholders Aligned list of engaged and responsibles (= divided in Solution overview,
11 country - External events: Identify suitable events for presenting the solution commited SAP people and event owners), commercials, target customer
--> "Develop" Step 47 (fairs, user group meetings or customer councils etc.) and arrange partners (expert network) sales owner group.
together with local marketing

RTC date available, - Prepare information for newsletter or dedicated information about Texts for announcements CD GtM, product RCD G2M Owner, Sales Owner, RCS, CD sales, Invitation template to Product
sales kit the availability of a new product for sale owner, Portfolio Solution owner regional mar- CD marketing Launch, Max 4 page slide,
Prepare product launch - decide on specific communication activities together with Owner and keting respon- divided in Solution overview,
12
announcements Marketing and Solution Portfolio Marketing sibles, CD commercials, target customer
marketing group.

Solution rediness Highlights of Product Launch: CD GtM together with the Product Complete Product Launch CD GtM, product Product Owner, All reporting by Invitation template to Product
date defined Owner create the overall planning schedule for the Launch based plan including dates and owner CD GtM Product Launch to Launch, Max 4 page slide,
on known fact in the business case and additional information activities related to the mgmt team divided in Solution overview,
required to do a complete roll out in MUs that gave their opt-in. individual Product and commercials, target customer
Overall responsible for the Product Launch planning- Elements to Market/region, Priotized group.
be provided: markets with wave approach
- Expert network
- Opt-in MUs
Product Launch - Asset overview
13
preparation - Positioning / differentiation paper
- Architectural considerations
- Target customer list
- Envoronment parameters (sales bag assignments, ...)

x x x x x x x x x x x x x x x x
RTC Target stakeholders The CD GtM specialist collect all relevant stakeholder for invitation - Complete opt-in MUs shall CD GtM RCD G2M Owner Distribution list created and
14 internal data per market to the Product Launch event be adressed, not only based + Solution Owner maintained as well as portal
unit/country on Business case content subscribtion source used.

RTC The MU CD sales starts the qualification of the targeted customers Completely qualified target MU CD sales MU CD sales Product Launch Customer list with correct CRM
Target customer list acc to the target customer list customers list ending in leads team no included
15
qualification or opportunities

x x x x x x x x x x x x x x
RTC Marketing and sales All marketing collateral to be collected and prepared Good enpugh material to Product owner, Product owner Product Launch
16 launch the solution efficiently CD GtM team
collateral

RTC Check: Fulfilled check list Product owner, CD GtM Product Launch
- correctness of material numbers CD GtM team
Ensure that product can - CRM / ERP availability
17 - Contract templates in opt-in MUs existing
be sold - Quote tools and other standard sales instruments are working
properly

RTC - Define attractive Package Service to offer as option to the Product Defined packaged service, Product owner, Product owner, Value RCD, CD Portfolio Packaged Service template if
--- Evaluate with consulting which efforts will occur for related pricing, feasibility CD GtM, topic CD GtM, topic engineering, BTS Mgnt., CD sales, available
implementation -> try to define a packaged service for confirmation by related owner from owner from consulting
implementation regional consulting related consulting related consulting
Define Packaged --- Evaluate which additional services could make sense in the organizations who should organization organization
18 Consulting Services solution context, e.g. business consulting to evaluate correct use of execute the services
--> "Develop" Step 49 the solution to maximize value
- Time: 6 weeks before RTC

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Task Input x Task Task Description x Task Output x Responsible x Accountable x Consulted Informed x Templates x Guidelines/Links x Comments x
After RTC - Execute invitations and preparations for the events several weeks Internal promotion and CD GtM, MU CD MU CD Sales Contacts in the CD sales, RCD
upfront. Make sure to prepare sales-oriented messaging, have information within related sales regional target
answers to the typical sales questions. If you plan for a dedicated sales and consulting audiences,
event just for this solution, try to include some higher-level community in the target regional
supporters (IBU-Head or sales-area head or consulting head etc,) countries marketing
Execute internal launch
for a keynote or introduction, to add some shine and sense of
events relevance to the event
19
--> "Deploy-Optimize" - Execute event as planned. Think about recording meetings where
Step 6 it makes sense to have them available for later use.
- Consider planning for true kick off onsite with beverages etc.
where appropriate

Finalized sales kit - Perform final reviews with authors and target audience Published sales kit Product owner Product owner RCD, CD sales, CD Portf.Mgnt,
assets Publish sales kit representatives sales owner, RCD, CD Sales,
20 --> "Deploy-Optimize" - Publish sales kit in portal and inform target audience about target audience target audience
availability reps
Step 5

Plan about events in - For events that we host ourselves: Execute invitations and External information and CD Gtm, MU CD MU CD sales CD sales, regional reporting by PSI
the target countries, preparations for the events several weeks upfront. Make sure to promotion about the solution, sales sales and
sales kit prepare customer-oriented messaging, and make sure that you use lead generation marketing, RCD
all necessary disclaimers of the event takes place before the official
Execute hosting of or availability of the solution (IMPORTANT!). Try to include some
participation on external higher-level supporters (IBU-Head or sales-area head or consulting
21 events head etc,) for a keynote or introduction.
--> "Deploy-Optimize" - As for all lead generation activities, make sure to collect visits
Step 6 cards and agree follow ups with individual participants

Detailed G2M plan - Organize and execute training sessions for presales and Training for Product owner Product owner Consulting RCD G2M Owner,
Training session for consulting -> ongoing activity presales/consulting etc sales owner
22
presales/consulting planned and executed

Finalized sales kit Create clear decision critieras as part of a Value case to support the A Value tool and examples Product owner, Product owner
assets sales cycle created to support the sales CD GtM
Value Proposal --> move discussion
23
to BC Creation

After RTC - Ensure that already for the first opportunities customers will be Account teams enabled and MU CD sales MU CD sales Reference
asked about acting as reference. If this is part of the negotiation tasked for reference hunting marketing
from the beginning, maybe for a higher discount, it is much easier specialist,
24 Prepare references than approaching the customer after having purchased -> prepare account teams
and brief related sales teams accordingly

Successful - Arrange, author, approve and publish success story Success story created and Product owner, Product owner CD and reference CD sales
implementation at ready for use CD GtM marketing,
customer 25 Success story execution customer, sales

After RTC Permanentely success - Quartely based evaluation / ranking of solution about sales Product ranking CD GtM CD GtM, MU CD
26 success, GtM quality and pipeline quality sales
measurement

After RTC Identify further target - Look for further MUs / countries where the solution can be Incremental business case CD GtM Product owner,
27 positioned MU opt-in MU CD sales
markets

After RTC 28 Roadmap development - Define product roadmap for SAP-internal audience Roadmap Product owner Product owner

After RTC - Deploy (in case of multi-industry or multi-szenario products) Industrialized GtM Product owner, Product owner,
29 Industrialized GtM industry-related GtM CD GtM CD GtM
- Including all aspects like assets, campaigns, ...)

After RTC - Provide superior context of the product against the background of e2e positioning Product owner, Product owner
market requirements, industry trends, ... CD GtM
- Following aspects to be considered:
- superior context, market and industry trends
- alignment with IBU story line
30 e2e positioning - role and process based product description
- Customers KPIs
- Assigned services ans assessments
- SAP (or with partners) e2e delivery model

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Task Input x Task Task Description x Task Output x Responsible x Accountable x Consulted Informed x Templates x Guidelines/Links x Comments x
After RTC - Check periodically: Fulfilled check list Product owner, Product owner
- Product is correctls assignment in sales bags, IBU maps, CD GtM
solution or services browers
Permanentely check of - WEB presence still sufficient and actual
31 integration in SAP - Prodcut is part of IBU, business development, presales, ...
organizations strategies and plannings
- Product related community exists and is active

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Version 1.0
Roles Names
SAP Custom Development

Role
DBM Sales
DBM Sales
Industry Principal
Strategic Solution Architect
Consultants / Sales
Consultants / Sales
Consultants / Sales
Consultants / Sales
Consultants / Sales
Consultants / Sales
Consultants / Sales
Consultants / Sales
Consultants / Sales
Account Executive

Account Executive

Presales

SAM

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Focused Business Solutions
Cookbook
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Roles Names
SAP Custom Development

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Focused Business Solutions
Cookbook
Version 1.0
Roles Names
SAP Custom Development

Role Name
Portfolio Owner Karl-Heinz Brenzinger
Portfolio Expert Karl-Heinz Brenzinger
Roll-In Manager EMEA Michael Schnubel, Marcus Boeber
Roll-In Manager AME Armando Lopes
Roll-In Manager APJ Michael Schnubel, Marcus Boeber

Product Owner, Technical Product Owner, Project Manager see the link
RCD Engagement Manager

Knowledge Management Melanie Fischer


Support Execution Paraj Shrivastava
Risk Manager Joe Ardin (AME), Hartmut Schenk (EMEA)
GGC Meeting Owner Vanessa Breite
Communication/Naming/Branding Mary Odabashian
Ramp-up Silvia Otto
Assistant to Bill McDermott Rick Knowles
Production Add On Factory Dieter Pollinger
CD Operations - PPMS maintenance Frank Schneider
CD Operations support - Java, NWDI Track, PPMS Java Khan, Afzal
CD Operations - ISP support Carina Kneller (EMEA), Donna Ianucci (AME)
CD Operations - Legal / contract support Uwe Klinge
Corporate Pricing Holger Schiemann. Solution Categories: Michael Quinn
License Material Administration Tini Tan
Production Project Lead (PPL) t.b.d. (assigned by Production Unit)
Regional FBS GCDE Coach Robin Powton (AME), Thomas Ansorge (WDF), Jochen Schneider (IGB)

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Term Explanation
BC Business Case
CC
CD SAP Custom Development
DSS Development System Services
FBS Focused Business Solution
GCDE Global Custom Development Execution
GTM Go-to-Market
ISM Industry Solution management
ISP SAP Financial backend system (FI/CO)
PIL Product Innovation Lifecycle
PPL Production Project Lead
RCD Regional Custom Development
RKT Ramp-up Knowledge Transfer
SME Small & Midsized Enterprises