Boris Otto, Jörg Wolter

Implementing SAP Customer Competence Center
®

Bonn � Boston

Contents
Preface ....................................................................................................... 11

1

Introduction ..............................................................................
1.1 1.2 1.3 1.4 1.5 Goals of this Book ....................................................................... Target Group ............................................................................... Structure of the Book .................................................................. Terminology Used ....................................................................... Acknowledgements ....................................................................

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13 13 14 15 16

2

An Overview of SAP CCC ..........................................................
2.1 2.2 2.3 Driving Forces ............................................................................. Tasks ........................................................................................... Fields of Activity ......................................................................... 2.3.1 CCC Strategy .................................................................... 2.3.2 CCC Governance ............................................................... 2.3.3 CCC Processes .................................................................. 2.3.4 CCC Technology ............................................................... 2.3.5 CCC Culture and Skills ...................................................... Success Factors ........................................................................... Real-Life Priorities .......................................................................

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17 18 19 20 20 20 20 20 21 21

2.4 2.5

3

Developing SAP CCC Strategies ...............................................
3.1 3.2 3.3 3.4 Motivation .................................................................................. Mission Statement and Vision ..................................................... Derivation from Business and IT Strategy .................................... Strategy Components .................................................................. 3.4.1 CCC Services ..................................................................... 3.4.2 CCC Governance ............................................................... 3.4.3 Architecture of the SAP Landscape ................................... 3.4.4 CCC Sourcing .................................................................... 3.4.5 CCC Excellence ................................................................. 3.4.6 CCC Organization .............................................................

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23 24 26 28 29 29 30 30 30 30

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............................... 4.........................6 4......................... 4.....................2.......................1 Roles Within the SAP Application Operation ................................................ Alternative Organizational Structures .........2.........2 Core Processes of SAP CCC ...................... Role Model ............................................ 5..........................5 4......... 4.........1 Control Processes of SAP CCC .......1 SAP Service Strategy ... 5................. Process Standards for SAP Application Operation .......3..............7 Establishment Procedure .................... 5...................3......... Standard Documents ..............Contents 3.........2 SAP Service Design ..............................................................3 SAP Service Transition ........1 Targets of the Service Level Management ...........................................................3.....................................7 4............ Assigning Responsibilities .........4 SAP Service Operation ........7 3.....................2 Goals and Tasks ............... 5............ Summary ................................ 4.............. Service Level Management ................................................................................................................................... 4.............2 5...................... 4......................................5 Cost Control ....................................................................................4 4. 5.....8 4.............3 6 ...........................2 Implementing the Customer Expectations ............................................................................................................................................ Make-or-Buy Decisions ..................................................................1................ Risk Management ....5 3........................ Functions of SAP CCC .....3 Support Processes ...............................................3 4............ 59 59 61 62 66 67 69 69 69 69 70 70 70 71 5................4 Internal Marketing ......................... 5.........5 Continual Service Improvement ......................... 4............................. 32 34 34 35 4 Governance for SAP CCC ......... 5....1..3.......................3 Controlling the CCC Resources ..3..................................................................3...2 Committee Landscape of SAP CCC ............. 5.........2....................................1 4...........2.. Benefit Contribution ........................1 Process Model .................................... Roadmap ...... 37 37 38 38 39 39 39 39 39 40 42 44 47 50 51 54 58 4............... 4.................................3.2......... 5................6 3....... Summary ........................................................6 Responsibilities and Obligations ..........8 Management System ..................................................................3......... 5.1............3...............................9 5 Processes of SAP CCC ...................... 5...................

................................... 6.......2 Establishment Procedure ................................................... 5............5...................... 5...........................................1 Goals of Contract Management ...................7 Process Optimization .....................................................1 6.................... 5.. Procedure for Developing the Process Model ....6 Process Operation ........................6....................1 Vision of Process Management .....8 5............................................................ Summary ....................1 Targets of Service Desk and Incident Management .........7 Procedure for Establishing an End-to-End Support Process Information Management .5 Process Projects ............2 Responsibilities and Obligations .. 5... 5.......................2 6..................................3 Enablement Packages ......................................... 5......... 5..................................8...........8............6 5.8................. 5. 5......4........................7 5................................4........................................................................4 Process Governance .......3 Process Analysis ........................... 5.......8.................4................................8....................5.....................2 Process Model ...........................................4 Integration Packages ........................ Coordination of Development Requests and Change Management ..........................7......................... SAP Solution Manager .............................................. 5.....................................1 Standard Scenarios ................. 5... 6........ 5...2 New Standard Functions ........... 5...3.4 Smooth Cooperation with SAP ........ Contract Management ....................5 Identification of Improvement Potentials ....... 93 93 96 98 100 101 102 102 7 ........ 6... 72 73 73 73 74 74 74 77 79 79 80 83 83 83 84 84 85 86 87 88 88 88 89 90 90 91 91 92 6 Architecture Management and SAP Solution Manager .........8.................................................3......8.........................1 Goal of Information Management ....................................................................................2 Simple Incident Report ............6......2 Responsibilities and Obligations ..................6 Responsibilities and Obligations .. 5.....................3 Use of Effective Tools ..6.4....... Architecture Standards .........................4......3 Architecture Management ................. 5...................5 5............... 5.........7................7............................................. 5..............Contents 5.3 Establishment Procedure ...................... 5....................................4 5......... 6....9 Service Desk and Incident Management ..1 Goal of Change Management ........3....4......... 5..................... 6.....4. 5..................3 Establishment Procedure .............................................................. 5........3......................

.........................5 6............................................2 Benefits of Certified SAP CCCs .............................5 Role-Based Process Support in SAP Solution Manager .................................. 9.3......... 9.. Summary ................ CCC Certification Program ..................1 8... 125 9.................................................................................3 7.......................... Value Assessment for SAP Solution Manager ............................................................................ SAP CCC Service Portfolio ............................4 CCC Maturity Degree ...1 CCC Vision and Strategy Development ..........................2 8.....................................................2........2.............................................................. 9........... 9........................................................................................ Summary .........................................................................2 CCC Assessment ............... 9......2.......... 9............... 117 120 122 124 9 SAP Services for the CCC Organization .................................................1 CCC E2E Operations Certification . 9....2 CCC Community ......................2 7.......................................................................................................1 7...... Summary .. Implementation of SAP Solution Manager ...............2....4 6.............3. Developing the Roadmap ..... Summary ......................4 8 ........................................... 107 110 113 116 8 Procedure for Establishing SAP CCC .3 8.......1 9......................7 CCC E2E Operations Certification ..........2..3 CCC Setup and CCC Development .............. Organizational Change Management ...4 Solution Operations Readiness Assessment (SORA) ......................2.......6 CCC Certification ............... 117 8........ 107 7............5 Solution Operations Competence Assessment (SOCA) ................ 103 104 104 106 7 Competences and Qualification for the CCC Organization .................Contents 6..................4 Key Qualifications .........3 9. 9..2....... 9...........................................6 6..............................3............................ Qualification .................... SAP Learning Solution ..................................................... 125 126 127 127 128 128 128 129 129 130 131 132 132 9.

...............3 139 139 139 140 141 143 144 145 146 146 148 150 151 152 153 154 155 157 157 160 163 165 167 9 ....................................................................10 IT: Development Expert .......................................... Index ................................................... A........................................... Business Process Expert) ...............................................16 Enterprise SOA: Enterprise Service Architect ......................... A.....................................................................................................................................................................Contents 10 Outlook ....................... C Literature ............. A...................................................... A..........................2 Request Process ........................... B Management of Global SAP Templates ......................... A.... A...........2 A................................................... Business Area: Business Process Champion (Business Domain Owner...................... Business Area: User ........... 137 ......13 Enterprise SOA: IT Infrastructure Architect (Technical Architect) ................... A..........................1 A.......14 Enterprise SOA: Enterprise Service Portfolio Manager ..........................5 IT: Application Management Expert ........................................................ A..................................................................... B.................................................................15 Enterprise SOA: Enterprise Service Owner ... B.......................................8 IT: Technology Expert .................................. D The Authors ...................................7 IT: Interface/Integration Expert ...... A................ A Roles A.........................1 Concepts and Scenarios ..................... 133 Appendices ......................................4 IT: Service Desk Agent ........................................................... Business Area: Key User ..6 IT: Business Process Expert ... A..................................... A.9 IT: Technical Administrator ............................11 Enterprise SOA: Enterprise Service Developer ....... A...................12 Enterprise SOA: Enterprise Service Tester ........................................................................................................ A.........................

2 An Overview of SAP CCC SAP Customer Competence Center (SAP CCC) is an organizational unit of the customer enterprise that bundles the SAP competences. the chapter identifies the success factors and introduces the results of a current survey of the priorities of CCC managers. Enterprise’s Success Process Performance Direct Support of the Enterprise’s Success through Process Performance Direct Support of the Process Performance through IT CCC Performance Effectiveness Efficiency Direct IT Support of the Enterprise’s Success Figure 2. This chapter first provides an overview of the driving force for the integration of SAP CCC as well as its main tasks.1 Driving Forces The effectiveness of SAP CCC is. Finally.1). Its basic purposes are to consolidate the SAP resources in an enterprise and function as a link between the user department and IT organization. 2.1 Driving Forces SAP CCC basically serves to continuously improve the support of business processes with SAP solutions by enabling you to increase the effectiveness and efficiency of business processes (see Figure 2. It then describes the fields of activity that are relevant for designing SAP CCC. indicated by the following effects: 17 . among other things.

by using bestpractices for implementation and operation EE EE EE EE 2. However. implementing. by outsourcing development activities Professionalizing the SAP project management. and optimizing SAP solutions Linking the user departments with the operational SAP business EE EE EE 18 . operating. The objectives of the enterprise are supported. The usage rate of SAP solutions grows in the enterprise.2 AnOverviewofSAPCCC EE You can more easily fulfill the business requirements and cover the business processes by using SAP solutions. EE EE EE EE SAP CCC increases the efficiency of the enterprise by: EE Improving the investment control. such as Radio Frequency Identification (RFID).2 Tasks Due to the customer-specific design of SAP CCC. for example. most of the support organizations have the same focus when establishing SAP CCC: EE Providing a central point of contact for SAP solutions within and outside the customer organization Mapping an end-to-end solution support for holistic support and monitoring of business processes Consulting for. reducing the process costs and lead times. for example. by using an optimized SAP release strategy and the SAP Resource and Portfolio Management (SAP RPM) solution for the IT project portfolio management Promoting the standardization and harmonization of the IT landscape Improving the cost management of IT services. for example. for example. The adaptability and flexibility of the IT operation increase with respect to changing requirements of the user departments. for example. by using SAP roadmaps Reducing the dependency on external consultants. it has a varying range of tasks. Innovative solutions are developed by means of innovative technologies.

as well as an early knowledge transfer regarding new solutions. training. and development departments.3 Fields of Activity From the experience with numerous customer projects. maintenance.FieldsofActivity 2. As an interface to SAP. for example. SAP CCC also coordinates the collaboration with SAP employees from the support.3 The responsibility for the support of efficient implementations and permanent development. 2.2 CCC Fields of Activity 19 . This certification is linked to the integration of specific SAP CCC basic functions. Many enterprises have also contracted for SAP CCC setups because you require a certification by SAP to grant discounts for the maintenance costs. and quality assurance of SAP solutions. such as problem handling and solving. SAP has derived five basic fields of activity that are considered essential and. further specify these tasks. as best practices for setting up SAP CCC (see Figure 2. sales. in this sense.2). consulting. This collaboration includes operational tasks. CCC Culture and Skills BEST-RUN CCC CCC Technology CCC Vision and Strategy CCC Governance CCC Processes Figure 2.

5 CCC Culture and Skills The requirements for the qualification of the SAP CCC employees are changing. In the future. which roles and committees they involve.4 CCC Technology The CCC processes achieve only a high efficiency if you use the appropriate tools. such as SAP Standards for Solution Operations.1 CCC Strategy The CCC strategy is responsible for the integration of SAP CCC with the IT strategy and thus indirectly with the business strategy.3. such as ITIL. It contains a strategic model.3 CCC Processes Like the organizational embedding.3. and also provides information on the management system and the benefit contribution of SAP CCC and the business objectives. You must design the processes in a way that the CCC resources can be used as effectively and efficiently as possible.3. it is linked to numerous other organizational units and external actors.3. and how freedom of decision and responsibilities are defined. 20 . Consequently. 2. the SAP recommendations for the SAP CCC processes are based on established standards. including a mission statement of the major objectives. Instead.2 AnOverviewofSAPCCC 2. and best practices. you also need a role-based qualification strategy for these changed requirements. A governance model specifies which tasks and functions are relevant for these relationships. 2. you will require comprehensive business process expertise and knowledge about new technologies.3. the process organization also lays the foundation for the operational operation of SAP CCC. 2. Among other things. The SAP Solution Manager provides a central technology for the user operation. 2.2 CCC Governance SAP CCC is not isolated from the rest of the organization.

91 1.60 2.3).5 Real-Life Priorities The diversity of SAP CCC tasks is reflected in the results of a survey among 200 CCC managers.26 2. A comprehensive innovation management is integrated.Real-LifePriorities 2. Enterprise SOA) Usage of Measurement and Leading Values in CCC Organization 1 2 3 4 5 6 7 8 9 1.31 2. Implementation of Enterprise-Strategic Projects Development of Business Process Knowledge in CCC Organization Improvement of CCC Service Quality Recruitment. The survey intended to identify the most important subject areas in real-world CCC implementations (see Figure 2. and Retention of CCC Personnel Improvement of CCC Project Management Indication of Value Contribution of CCC Organization Establishment of CCC Governance Flexibility of Technological Infrastructure (e. EE EE EE EE 2.g.3 CCC Priorities (1 = Top Priority to 5 = No Priority) Source: DSAG/SAP 2007 21 .53 2.97 2.78 1.5 2.. The user department and IT organization are aware of a comprehensive service management.61 Figure 2. Training. for example. This is indicated. The user departments and IT in the enterprise are closely linked.4 Success Factors You can derive numerous central success factors by analyzing customer projects: EE The management from the user department and IT organization supports the setup and further development of SAP CCC.09 2. by considering the IT an organizational unit that creates added value and doesn’t only incur costs. The necessary resources are available for the CCC transformation process in the user department and IT organization.

2 AnOverviewofSAPCCC According to this survey. This book uses real-world experience to support you in implementing SAP CCC successfully. the organization must provide reliable services. the three most important subject areas are the following: EE Implementation of enterprise-strategic projects More than 85% of all participants consider the support of enterprise-strategic projects as a high or the highest priority of the CCC organization. Moreover. Development of business process knowledge in the CCC organization Eight out of ten participants specify that the development of knowledge in technical issues is absolutely necessary. 22 . it is supposed to actively design and promote transformation processes in an enterprise on the basis of SAP solutions. Improvement of the CCC service quality To fulfill the increased requirements of the business areas for the CCC organization.3. EE EE These three topics show that today an SAP CCC cannot merely be restricted to working according to the rules. This requires an integrated management of the CCC organization that comprises all fields of activity that are mentioned in Section 2.

3. Such a strategy enables you to ideally exploit the benefits of SAP CCC: EE EE Fast adaptability to continuously changing business requirements Immediate availability of expertise for business processes and the corresponding SAP solution Long-term plannability and controllability of the strategic business process architecture Cross-departmental cost control for the entire lifecycle of the SAP solutions Reduced IT costs through continuous optimization of the IT infrastructure EE EE EE 23 . ensure a smooth integration with the business and IT strategy of your enterprise. SAP solutions enable the integrated and continuous support of business processes across enterprise and business areas. different objectives are pursued. for example. set up a management system. Due to this importance for the enterprise and to ensure a holistic management of the SAP solutions. and decreases the process lead times. Vendors as well as customers can be integrated with the process chains here. Employees are provided with business information according to their respective roles. This chapter outlines how you can design an SAP CCC strategy. and develop a suitable CCC roadmap.3 Developing SAP CCC Strategies Setting up SAP CCC becomes a task with strategic dimensions due to the enterprise-wide scope of SAP solutions and their use for the support of core business processes. In this context. This integration reduces the gaps in the business processes. counteracts redundant data maintenance. you require a superordinate CCC strategy.1 Motivation Setting up SAP CCC is always linked with the far-reaching decision to implement SAP as the standard software in your enterprise.

enhancement.” “We want to support our business areas to achieve clear. and operation of the shared business processes and systems. and inspire extraordinary people to retain them for the enterprise.” EE EE 3. develop. It comprises strategic targets and statements about how these targets are achieved and how the degree of target achievement is measured. A CCC strategy should meet the following requirements: EE EE Integration of the CCC strategy with the business and IT strategy Clear alignment of the CCC strategy with the requirements of the departments and the business objectives of the enterprise Long-term planning horizon EE The following sections include examples of CCC strategies of some enterprises: EE “We create a permanent center of SAP specialist competence within the group to support the implementation. and considerable business benefits through the use of SAP solutions and to create an excellent organization that can attract. and ideals of the CCC organization. Examples of such statements include the following: EE EE “There is no better way to run SAP.2 Mission Statement and Vision A mission statement for SAP CCC defines the long-term orientation.” “SAP CCC is supposed to function as an internal service provider to support and develop SAP activities in order to directly contribute to the successful business processing. sustained.3 DevelopingSAPCCCStrategies EE EE Fewer problems and escalation events in the IT operation Accelerated communication channels between SAP and the customer enterprise A sustained CCC strategy includes a model and a mission statement.” “We want to offer support at the business level to provide precise information in a timely manner at lowest possible costs. concepts.” 24 .

and profitability.1 illustrates the different dimensions of such a strategic vision based on a customer example. Figure 3. the quality of the CCC services.1 Example of a CCC Vision Real-world experience shows that the development of a mission statement and strategic model results in several decisive benefits: 25 . In this example. growth. The effective usage of powerful tools ensures high availability. Motivated. and the used CCC tools are predefined. measurable. and oriented towards the individual requirements of our customers. the dimensions of the CCC strategy orient toward the SAP slogan “The best-run businesses run SAP” and consequently specify the mission statement to make a contribution so that the enterprise is among the best of its industry segment.2 EE “Our SAP CCC creates value-oriented SAP solutions to support innovation.” EE The mission statement is further detailed in a strategic vision for SAP CCC.MissionStatementandVision 3. and service-oriented employees work in the CCC. This model specifies the overall image and creates a common understanding of how the mission statement is to be implemented. Our business areas are our partners and always satisfied with our service. The guidelines for the employees and their working method.” “Accelerate the use of SAP to support the business strategy — growth and enhancement in value. The Best-Run Businesses Run SAP Our services are transparent. These criteria can be used to subsequently measure the management and employees. The CCC is technology leader within and outside the enterprise. Figure 3. satisfied. qualified. We assume responsibility and work effectively and efficiently. We are the driving force for standardization and continuous quality improvements.

particularly during the developing stage and in critical situations Sustained motivation of SAP CCC’s management and employees Balance of competing and contradictory interests of the various stakeholders Superordinate value system for decision-making support EE EE EE During the development of the mission statement and the strategic vision. Additionally. and future options directly influence the modeling of the CCC strategy. the CCC strategy considers the initial situation so that you can measure and compare the effects of strategic measures. The influencing factors arise from the CCC environment. changed customer requirements. that is. such as ITIL and Control Objectives for Information and Related Technology 26 . existing risks. As a result. for example. the strategy comprises statements about the instruments used for the implementation. restructurings).. DGPS). you should include all stakeholders — and particularly the employees — in the strategy development process.g. Current trends. This increases the acceptance and stability of a strategy. and increased service awareness. technological innovations (e. IT is not just used as an end in itself but helps to achieve the business targets.. the IT strategy must be aligned with the business strategy to measure the value proposition of IT. organizational basic conditions of the enterprise (e.3 DevelopingSAPCCCStrategies EE EE EE Holistic clarification of the course of action of each employee Promotion of shared values among the CCC employees Focus of the organization on shared targets. enterprise SOA and Dynamic Global Positioning System. To record the initial situation. Moreover.g.3 Derivation from Business and IT Strategy Within an enterprise. These include widely accepted standards of the IT service management. SAP offers assessments that determine the core competencies of SAP CCC and implement an analysis of strengths and weaknesses. 3. The strategy for SAP CCC provides a measurable specification of the IT strategy for that part of the IT organization that is responsible for the SAP solution landscape within the enterprise.

3 (CobiT). Financial Perspective IT Costs/Turnover IT Investments/Turnover IT Operating Costs … < 1. An example of such a KPI is the ratio of costs for operating applications and systems and the total IT costs. for example.9% < 0.2 Measure System – Customer Example 27 . Measurable. (For more information refer to [Schöler 07]. Achievable. The strategy of SAP CCC could then include the strategic target to reduce the operating cost KPI from 67% to 65%. The target system can then be transferred to a measure system via key performance indicators (KPI).2 illustrates the measure system of a practical example in the dimensions of a balanced scorecard (BSC) [Kaplan 97].0 > 98% > 85% … Innovation Perspective Employee Satisfaction Fluctation Rate Percentage of Internal/ External IT Employees … < 1. and Timely.7% < 65% … Process Perspective Process Maturity Unplanned RFCs Capacity Load Utilization … > 3.2 < 10% > 80% … Customer Perspective Customer Satisfaction SLA Fulfillment Project Fulfillment … < 2. Therefore.) The value of a CCC strategy directly depends on the targets’ quality that is to be achieved.DerivationfromBusinessandITStrategy 3. Realistic.9 < 10% > 90% … Figure 3. Figure 3. CobiT provides the framework for the processes and their control modules for the IT infrastructure. the SMART principle applies to the strategic target system of SAP CCC: The targets are to be Specific.

These SAP-specific 28 Strategy Development Strategy Implementation Technology Organization Customer Services etc. Figure 3. Business Strategy IT Strategy Figure 3.5). in the form of a KPI information sheet [Kütz 07]. CCC Targets KPI Measures Budget. name. � etc. Trends CCC Assessment Risks Chances Methods � Core Competencies � Strengths/Weakn. The strategic measures. and reporting. can be bundled to form a CCC roadmap and can be aligned with the superordinate budget specifications and the IT project portfolios. The target system and the measure system constitute the management system of SAP CCC (see Section 3. data preparation.3 DevelopingSAPCCCStrategies For this purpose. Strategic Projects CCC Roadmap Strategy Components . data determination.3 Developing a CCC Strategy 3. You can then derive measures from the strategic targets that will be used to achieve the targets.4 The strategy for SAP CCC orients toward the IT strategy of an enterprise and develops it considering the SAP-specific issues of the IT organization. CCC Strategy � ITIL � CobiT � etc. in turn.3 shows an overview of the entire strategy development process for SAP CCC and the corresponding implementation. a detailed description of the KPIs is required for the dimensions.

makes statements about the roles involved 29 . which is an enhancement of ITIL customized to the requirements of SAP solutions.4. This service is provided based on the SAP IT Service & Application Management (for more details refer to [Schöler05]).4 IT Strategy Framework 3. SAP identifies six basic components of an IT strategy (see Figure 3. 3.4).4. A typical example of a CCC service is the operation of a business application.1 CCC Services CCC services include the service to operate SAP solutions and to make them available to the users.2 CCC Governance CCC governance is the framework that determines the basic functions and decision areas in the context of SAP CCC. such as SAP Customer Relationship Management (SAP CRM). Business Strategy IT Strategy IT Services IT Governance IT Architecture IT Sourcing IT Excellence IT Organization Figure 3.4 issues derive from the components that are defined within the framework of an IT strategy.StrategyComponents 3. The strategy of SAP CCC must make statements taking into account these six key aspects as described in the following sections.

5 shows a customer example for the definition of the architecture strategy component for SAP CCC as well as for its alignment with the business strategy.4. SAP IT Service & Application Management [Schöler 2005]. 3. such as enterprise SOA. how the development plan of the SAP landscape must look.4 CCC Sourcing The SAP CCC sourcing analyzes the SAP-related IT value chain within an enterprise and defines which CCC services are performed by the enterprise and which are bought on the market. 30 . SAP has compiled its experience from customer projects in the guides.3 DevelopingSAPCCCStrategies (from departments. the SAP architecture management must provide information. and SAP Standards for Solution Operations.4.3 Architecture of the SAP Landscape The central task of SAP CCC is to operate and further develop the SAP application landscape within the enterprise. build. and external service providers). are to be implemented. IT organization. for example. 3. For this purpose. and how concepts.6 CCC Organization Drawing on the future requirements of SAP solutions within the enterprise. and run. which SAP solutions are used for functional and technical requirements.5 CCC Excellence CCC excellence describes the professional implementation of the SAP CCC strategy by means of governance concepts as well as the management of CCC services in the lifecycle phases: plan. Figure 3. For example.4. measures must be planned and implemented for structuring and developing the CCC organization. 3. and assigns responsibilities. the CCC governance must make statements about the standards to be used by the SAP application operation and who is involved in the decision about the enterprise-internal release planning for SAP solutions.4. 3.

Therefore.StrategyComponents 3. and the re-use of individual services in different processes. this means: EE Enterprise Service-Oriented Architecture Service-oriented architectures are based on the concept of modularization and reusability of software components. For a concrete example. the following prioritization applies to the IT support of your processes: EE EE EE EE Priority 1: SAP software Priority 2: Standard software Priority 3: Customer development based on SAP technologies 31 . SAP Industry Solution Map SAP is the industry-leading enterprise and provides an integration solution that is required to support your core and control processes. This modularization promotes the simple and rapid support of new business processes.5 Deriving the Strategy Component “Architecture” – Customer Example The strategic directions of the business strategy have been operationalized for the architecture of the SAP landscape so that they can be assigned to different effective directions of the SAP solutions used in the enterprise.4 Business Strategy Reduced Lead Time & Product Innovation Innovation Architecture Differentiation Improved Customer Service Flexibility Enterprise SOA Reduced Total Cost of Ownership (TCO) Pre-Integration Simplification Process Standardization Pre-Configuration SAP Industry Solution Map Support of Business Extensions Open-Suite Solution Implementation Minimization of Business Failures Integration Platform SAP NetWeaver Figure 3.

SAP NetWeaver enables the continuous reorganization of all products to the principles of a serviceoriented architecture. it’s advisable to restrict the definition of targets to a manageable number. Your motto should be “Direct involvement of those who will be affected by the project. the description of the target with a planning period of three to five years has proven itself. Moreover. 3.” Thereby. In real-world scenarios. In addition. Because the target matrix is based on the dimensions of a BSC. 32 .3 DevelopingSAPCCCStrategies EE SAP NetWeaver SAP NetWeaver is the technology and infrastructure platform for most of the current and all future SAP developments and products.6 illustrates an exemplary target matrix for SAP CCC.5 Management System After you analyze the business and IT strategy and define the strategic basic conditions for SAP CCC. The use of SAP NetWeaver therefore constitutes the basic module of the IT strategy. you achieve a high transparency both for how you measure the attainment of targets and the interpretation of KPI values. you then define concrete targets. you must coordinate the KPIs and targets with all participants and ideally integrate them with the development of targets. Figure 3. it can be supported via tools such as Outlooksoft. Three to five strategic targets constitute a reasonable range that allows for the focusing of resources to the most critical topics and also ensures that you don’t get “bogged down” in a multitude of competing initiatives.

standardization.Strategic Targets KPI Increasing the business’ success with continuous. requirement and innovation mgmt. … Specification Measures Where Do We Have a Competitive Edge due to CCC? Future Orientation Increasing flexibility by implementing service-oriented architectures (Enterprise SOA) … KPI Specification Measures How Innovative is Our CCC? User Orientation Providing standardized processes. service delivery. such as service support. proactive improvements of business activities and processes Increasing the efficiency of the CCC application provision with best practice transfers.6 CCC Target Matrix What are the Benefits of CCC? Superior Operational Efficiency KPI Increasing the efficiency of the usage of applications by means of user trainings.5 . and centralization … Value Contribution for the Enterprise Specification Measures Figure 3. and so on … KPI Specification Measures What Does CCC Do for Our Internal and External Customers? ManagementSystem 33 3.

05 2. Additionally. 3.7 Value Contributions of SAP CCC (1=Very High Contribution to 5=Very Low/No Contribution) Source: DSAG/SAP 2007 34 . Consequently. the roadmap must be created in close coordination with risk management. the costs for logged-on users are reduced by 13% and for full-time users by 17% [ASUG 07].52 2. such as the following: EE EE EE EE Targets of the CCC organization Current degree of maturity of CCC Planned functions Resources available A roadmap therefore bundles several individual measures that all contribute to achieving the strategic CCC targets. you then define a CCC roadmap in the next step.6 Roadmap After you’ve aligned SAP CCC with the IT strategy and defined the strategic target system.06 3. For example.94 3. Improvement of Business Processes Provision of Central Financial and Management Information Optimization of the Goods & Information Flow with Business Partners Reduction of the Overhead Costs Improvement of Customer Service and Customer Retention Extension of Product Range with New Products and Services Integration of Partner Network Improvement of Sales Efficiency Development of New Distribution Channels 1 2 3 4 5 6 7 8 9 2.38 2. and cost/ benefit analysis.3 DevelopingSAPCCCStrategies 3.90 2. A roadmap is enterprisespecific and depends on various influencing factors.53 2. SAP CCC allows for many further benefit potentials (see Figure 3.7 Benefit Contribution Enterprises that operate SAP CCC can significantly reduce the costs for the SAP system operation.7).11 2.47 Figure 3. stakeholder management.

Payback Period � Review of the Results through Controlling � Documentation and Presentation of Results Figure 3. Effects on Process) � Definition of Principles � Specification of KPIs and Cost Matrix � Checking Data for Completeness and Plausibility � Determination of Benefit and Cost Drivers (Structured Workshops/ Interviews) � Analysis of KPIs � Definition of Baseline � Monetary Evaluation of KPIs/ Benefits and Costs ($) � Calculation of Net Cash Flow. A continuous benefit analysis is required to make the contribution of CCC to the business targets transparent.g.. 35 . as shown in Figure 3.8 SAP Procedure Model Value Assessment 3. A corresponding CCC strategy requires a vision and a mission statement. on the one hand. on the other. CCC managers consider the improvement of process performance for business and specialist areas as the most valuable contribution of SAP CCC.8 Summary The establishment of SAP CCC has strategic dimensions in many enterprises because they support most business processes through SAP solutions (frequently on a global scale). A roadmap bundles all activities that are necessary to achieve the strategic targets. Internal Interest. For this purpose. Initialization Data Entry Benefit/ Cost Analysis Calculation Result Presentation � Definition of Targets and Success Values � Definition of Methods and Tools � Creation and Adoption of the Model for Entering the Benefit and Cost Dimension � Project Planning � Kickoff � Entry of Relevant Data (e. This procedure compares the initial situation of the enterprise with best practices and benchmark data.8 Besides the monetary benefit. Value Contribution. It also includes strategic targets of CCC that are derived from the business and IT strategy and are controlled by a management system. and the basic principles of various strategic components of CCC.Summary 3. the SAP value assessment approach helps you identify and evaluate the benefit potential. Net Present Value.8. SAP has developed the value assessment method to identify and evaluate benefit potentials. Rate. such as governance and SAP architecture.

24 CCC technology. 135 F First-level support. 27. 30 CCC processes. 59. 131 CCC excellence. 51 Contract management. 20 CCC E2E Operations Certification. 93 Architecture of the SAP landscape. 30 CCC strategy. 20. 59 Core process. 99. 32 Benefit contribution. 34 CCC services. 129. 128 CCC sourcing. 31 Enterprise SOA readiness. 28 Examples. 30 Certification Initial. 23. 28. 130 Recertification. 28 Development. 20 Components. 67 CobiT. 102 End-to-end business process. 67 Development plan. 110 Business process and interface monitoring. 27. 84 Change request management. 62 B Balanced scorecard. 59. 127 D Data integrity. 129. 67 Expertise on Demand. 62 Coordination of development requests. 60 CCC roadmap. 61. 26. 83 Control processes. 38 167 . 127 CCC certification. 67 Data volume management. 91 E Enablement packages. 67 Change management. 54 Compliance. 96 Development requests. 68 Exception handling. 29 CCC setup and CCC development. 60. 24 Requirements. 117 CCC organization. 131 Change control management. 77 Fourth-level support. 67 C CCC assessment. 84 DMAIC. 109 Enterprise Service-Oriented Architecture. 20 CCC Vision and Strategy Development. 20 CCC process model. 78 Functions of SAP CCC. 30 CCC governance. 34 Blended-learning approach.Index A Americas’ SAP Users’ Group (ASUG). 60. 125 Architecture management. 130 CCC culture and skills. 29 CCC maturity degree.

27. 24 Model. 120 Role model. 99. 146 User. 90 R J Job scheduling management. 32 Marketing Channel. 24 168 . 154 Enterprise service portfolio manager. 68 RACI. 151 Interface/integration expert. 27 L Learning map. 68. 139 Service desk agent. 89 Process governance. 152 Key user. 72 Incident management. 125 ISO standard 17799. 90 Process model. 143 Business process champion. 150 Enterprise service owner. 38. 59. 79 Integration packages. 140 Business process expert (IT). 102 International Competence Center Community. 51 Roadmap. 28. 73 Information management. 148 Enterprise service architect. 44 Responsibility matrix. 82 Strategy. 54 ITIL. 146 Technology expert. 28 Minimum documentation. 107 KPI. 44 Risk management. 59. 125 Governance. 20. 88 Process operation. 91 Process projects. 122 Organizational structure. 59. 47 Outsourcing. 80 Measure system. 153 Enterprise service tester. 155 Enterprise service developer. 50 I Incident.Index G German-speaking SAP User Group (DSAG). 144 Development expert. 117. 68 Responsibilities. 114 M Management system. 60 P Process analysis. 139 Root cause analysis. 91 Process optimization. 39 Roles Application management expert. 50 Outtasking. 145 IT infrastructure architect (technical architect). 68 K Key qualification. 37 Governance model. 82 Mix. 141 Technical administrator. 46 Remote supportability. 37 O Organizational change management. 68 Mission statement.

21 Strategy. 93. 68 V Value assessment. 32 Tasks. 23 Real-life priorities. 77 Service desk. 21 Target matrix. 107 Vision. 59.Index S SAP CCC. 20. 67 U Upgrade. 95 Solution Operations Competence Assessment (SOCA). 18 SAP Industry Solution Map. 69 Solution map. 104 Versatilist. 59. 35. 17 Efficiency. 128 Solution Operations Readiness Assessment (SORA). 128 Standards for Solution Operations. 24 169 . 100. 113. 31 SAP Learning Solution. 23 Success factors. 18 Fields of activity. 72. 99. 32 SAP Solution Manager. 59. 17 Driving forces. 73 Service level management. 17 Effectiveness. 28 Third-level support. 74 SAP Standards for Solution Operations. 20. 98. 77 Transactional consistency. 115 SAP NetWeaver. 104. 110 Second-level support. 60. 67 Support processes. 66 System administration. 68 T Target system. 105 SAP Solution Manager Service Desk. 68 System monitoring. 103. 19 Motivation.

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