Date post: | 27-Nov-2014 |
Category: |
Documents |
Upload: | saikiranvj |
View: | 336 times |
Download: | 1 times |
©2006 Deloitte Touche Tohmatsu
SAP Application Post-
Implementation Support.
March 2008
Mark Seele
©2006 Deloitte Touche Tohmatsu
Objective of Presentation
•To give an overview of SAP Application post-implementation support
–Application Support Overview
–Staffing
–Benefits of outsourcing
–About Deloitte Application Management Services (AMS)
–How a typical support model works
©2006 Deloitte Touche Tohmatsu
Most client’s focus is on going live, however, post-implementation support needs to be considered at the earliest stage……….
Support Strategy
Scope
Staffing
©2006 Deloitte Touche Tohmatsu
Don’t under estimate the cost of providing support…
Acquisition and implementation costs constitute less than 30% of the TCO during a 5 year period
Gartner
Application Support Overview
©2006 Deloitte Touche Tohmatsu
Typical SAP Application Support Objectives
• Rapid response to problems, changes requests, enhancements
• Reduce development, project lead time and maintenance costs
• Make good use of scarce resources by leveraging implementation, operations and business process skills
• Reduce attrition costs for expert internal resources due to planned career paths
• Decrease duplication of data and integration efforts
• Provide over all program management that is consistent across projects & production systems
• Build on past experience
• Opportunity for business collaboration throughout enterprise
• Reduce support time/costs
Gartner
Date: 27 June 2006
Title of article: Gartner Looks at SAP
©2006 Deloitte Touche Tohmatsu
Tactical
Business
Processes
PlanStrategy,
direction and
governance
PlanStrategy,
direction and
governance
The Application Lifecycle has 3 main phases…
Operational
Tactical
StrategicRun
Support operations
and technical
infrastructure
BuildContinuous business
improvement, system
development and
projects
Typica
lly outsource
below this lin
e
©2006 Deloitte Touche Tohmatsu
Tactical
Business
Processes
Typical activities in each phase…
•Programme
management
•Project
management
•IT Strategy
•Roadmap –
development
and
maintenance
•IT Strategy
•Roadmap –
development
and
maintenance
•Incident
resolution
•Change
Requests
RunBuildPlan
Operational
Tactical
Strategic
•SLA and contract
Management
•Align with service
delivery trends &
business
requirements
•Configuration
•Developments
•Testing and sign
off
………
Staffing
©2006 Deloitte Touche Tohmatsu
Considerations for Internal Staffing
•Superusers
•Business Analysts/Architects
•Business Process Owners
•Service Delivery Manager
Benefits of outsourcing…
©2006 Deloitte Touche Tohmatsu
Benefits of Outsourcing Application Management• Staffing
– Allows clients to focus on core business
– Flexible: can increase or decrease support capacity required at relatively short notice
– Resource recruitment, training and retention is managed externally
– No under utilised resources: only pay for percentage you need, not whole FTE
– Allows Architects/Business Analysts to focus on longer term plan and business requirements, not incidents
– Intellectual Property is spread amongst support resources
– Access to skilled resources who have knowledge of new application developments and trends
• Services
– Continuity of service
– Predictability of service and costs
– 24 x 7 availability (Call Centre)
– Service level management easier: arms’ length
• Processes
– Metrics and trends analysis and reporting
– Tried and tested support methodologies, procedures and processes for Deloitte AMS and client use
How our model works…
©2006 Deloitte Touche Tohmatsu
AMS Management Structure
Directors
Technical
(Basis & Security)Functional Call Centre
Development
(ABAP, BI,
Workflow)
Operations
Manager
Service Delivery
Manager
©2006 Deloitte Touche Tohmatsu
AMS Macro Processes
Application Management Services
Manage client
relationships
Maintain client interface
Manage Help Desk
services
Manage functional
support
Manage technical
support
Manage client support
Facilitate end user
education
Manage adherence to
service level agreement
Manage
communications
Manage escalation
process
Manage client contracts
Maintain SAP
Knowledge Warehouse
Manage support of IT
strategy
Manage SAP licence
administration
Manage security
administration
Provide client reporting
Manage change control
Manage transition
process
Transfer knowledge
Plan transition
Support transition
Maintain client services Manage client contact
Present client reports
Manage developments
Manage configuration
Provide process
optimisation consulting
Provide call resolution
(2nd and 3rd level)
Manage basis
administration
Manage basis
enhancements
Provide call resolution
(2nd and 3rd level)
Route support calls
Provide call resolution
(1st level)
Manage IT services
Maintain Infrastructure
support
Provide end user
education
Macro process Process Sub processKEY (Out of scope)
Manage change control
process
Customised to suit client requirements.
©2006 Deloitte Touche Tohmatsu
Components of our service offering
•Service Delivery
–Transition
–Availability Management
–Service Level Management
–Customer Relationship Management
•Service Support
–Service Desk
–Functional Services
–Technical Services
Governance in terms of change control
procedures and call management processes
©2006 Deloitte Touche Tohmatsu
AMS calls are classified into incidents and change requests
Incidents
• System incidents that
– Are not part of the standard / expected operation of the defined service at the client site
– Cause, or may cause, an interruption to the service
– Cause, or may cause, a reduction in the quality of the service
Change Requests
• Enhancements
– An enhancement is any change from the original state of the system as defined in the contract
– Change Requests/Work Orders are limited to a maximum project size of 500 hours
– Implementation of new modules e.g. portals/CRM
– Additional Sites added to the system
– Additional fields to be added to an existing custom or system report
– Request for version upgrade
– Change in legislation
– Product or Vendor Change
– Continuous improvement process reviews
• Projects
– A project is any work order that is not a break fix problem or an enhancement i.e. over 500 hours.
• Training
©2006 Deloitte Touche Tohmatsu
Typical Service Levels
Priority Urgency Definition Response Time Maximum
Commencement
Time
Resolution to Agreed Target
Time
1 Critical A critical client service is unavailable or very seriously impaired by a problem. The impact on your business is severe with users having no readily available alternative way of performing their normal work, or there is a serious, adverse business / financial impact. e.g. system unavailable or unable to support critical business processes on SAP such as payroll, month end, execute production orders, dispatch final product.
90% within 30 working minutes
90% within 1 working hour
90% within 4 working hours
2 High A non-critical client service is unavailable or impaired by the problem. There is a minor impact on the client business. The Users are having difficulty performing part of their normal work but are able to do so through a workaround or can undertake other work while the problem is being rectified.
90% within 1 working hour
90% within 8 working hours
90% within 16 working hours
3 Normal A non-critical service is unavailable or impaired by the problem. There is no direct immediate impact on the client’s business. The client’s staff are inconvenienced by the problem. The Users have readily available alternative ways of performing normal work
90% within 1 working hour
90% within 16 working hours
90% within 5 working days
4 Change request
Request for variable work or enhancements requiring approval from the business.
90% within 1 working hour
90% within 16 working hours
As agreed with user
©2006 Deloitte Touche Tohmatsu
Service Window
Service Area Hours of service
Call centre 24 x 7
Functional and Technical support
07h00 – 17h00 (GMT+2)
Standby services are available
©2006 Deloitte Touche Tohmatsu
Bucket Model
•Call Centre
–Based on number of calls received
•Functional support
–Based on number of modules x support effort required
•Technical support
–Security effort based on number of users
–Basis effort based on number of installations
•Management and Administrative overhead
–Typically 10% of bucket
©2006 Deloitte Touche Tohmatsu
Typical Bucket Guidelines
– The bucket of hours is a fixed quantity of INCIDENT support hours for which the Deloitte AMS plans the required resource capacity to meet the targeted Service levels
–Work done outside the bucket will be done on a “best endeavours”basis
– The bucket consumption will be reported on, and will be jointly monitored on a weekly basis
– The actual bucket size (hours), utilised in full or not, is billed every month using the offsite or onsite rate applicable to all areas
– The bucket can be re-sized by mutual agreement every 3 months, based on the average usage for the previous 3 months as well as any planned scope changes, but the bucket may not be reduced by more than 10% in a 3 month period
– The actual mix of support capacity by category is managed by Deloitte AMS, unless the limit is exceeded by more than 50% in which case, we may require a 6 week notice period.
About our Application Management Services (AMS)…
©2006 Deloitte Touche Tohmatsu
•BPAS is a Deloitte Touche Tohmatsu Group business unit
– BPAS forms part of the global network of outsourcing services, founded in 1999
– BPAS was created in order to complete the Consulting services offered by Deloitte to its clients, using a global model defined to provide services from a network of centres, both remotely or on-site from our suppliers’installations.
About Business Process Application Solutions (BPAS)
©2006 Deloitte Touche Tohmatsu
The AMS is part of the Business Process Applications Solutions (BPAS) Service AreaIn order to adequately serve our clients we have a flexible dynamic organisation based on a cross-
functional model in which we combine the Industry dimension, which is responsible for contributing its
vision of the key industry aspects and managing relations with our clients, with the Service Areas
dimension, which shapes our professionals’ specialisation in the types of services we provide to the client.
This cross-functional model enables us to supplement our professionals’ skills in the various Service Areas with the extensive industry knowledge that characterises our firm.
FinancialServices
TMT&EUConsumerBusiness Manufacturing Public Sector
SER
VICE A
REA
S
INDUSTRIES
CONSULTINGSTRATEGY & OPERATIONS
HUMAN CAPITAL
TECHNOLOGY ADVISORY
ENTERPRISE APPLICATIONS
ENTERPRISE RISK SERVICES
LEGAL AND TAX COUNSELING
FINANCIAL ADVISORY SERVICES
AUDIT
BPASBUSINESS PROCESS AND APPLICATIONS
SOLUTIONS
AMS AND BPO
©2006 Deloitte Touche Tohmatsu
Our distinctive offerOur distinctive offer
• Flexibility and permanent availability of
specialised resources and multidisciplinary
teams.
• Easy-to-implement technological and
organisational solutions.
• Human capital policies which ensure high
stability of our resources.
• Unlimited service expansion capacity.
• Consolidated know-how based on both
domestic and international experience.
• Previous success in the applications
maintenance services (AMS) and development
operations.
• Effective methodology, tools and processes
which support implementation.
• Access service management processes which
minimise risk and ensure the quality of our
remote services.
• The global service offering of the Deloitte
Group.
�AMS uses a client-oriented modelwhich forms a key part of our service offering, guaranteeing direct contact and close collaboration in the assumption of end-to-end responsibilities in its support.
�We provide a team of multi-skilled specialists who work at our Solutions Centre, or on-site (if required)
�AMS reduces service costs and ensures quality service, thanks to the implementation of quality methodologies which are recognised worldwide.
�The global nature of Deloitte’s service provision due to the different industries and service areas makes us more than a mere technology provider: we offer a distinctive range of services.
About Application Management Services (AMS)
Our distinctive valueOur distinctive value
©2006 Deloitte Touche Tohmatsu
Some AMS Facts• The South African AMS Centre supports approximately 5000 application users (SAP and Oracle / JD Edwards)
• Users are spread across South Africa, the Netherlands, Brazil, Singapore, Australia, United Kingdom and the United States
• The Centre currently handles more than 2200 calls per month.
• AMS Call Management tool = ITSM
• ‘’Stack and Pop’’ process
©2006 Deloitte Touche Tohmatsu
Our AMS People
• The South African AMS employs a professional team of around 120 people
• Several teams of 3 – 15 people work across the spectrum of products and services offered and functional areas/ business processes supported
AMS staff
Professional certified consultants
Call Centre operators
Management
©2006 Deloitte Touche Tohmatsu
Some of our Clients
©2006 Deloitte Touche Tohmatsu
For further information, please contact
Darren Cherry
Deloitte & Touche (M.E)
City Tower 2, Suite 2001A
Sheikh Zayed road
P.O. Box 4254, Dubai
UAE
Tel :+971 (4) 332 2484
Fax :+971 (4) 332 2296
Mobile : +971 (50) 550 2835
www.deloitte.com
Deloitte & ToucheMember ofDeloitte Touche Tohmatsu