SAP Implementation Project Report

This assignment delves into a comprehensive SAP implementation project. It details the project's objectives, scope, methodology, and anticipated outcomes. The report highlights the key project management techniques employed, including risk mitigation strategies and monitoring mechanisms. Furthermore, it emphasizes the long-term benefits the SAP system is expected to bring to the organization.

Project plan 1
VUIS CONSULTING PTY LTD.
PROJECT PLAN [IT CONSULTING]
[Developing, Testing and Implementing SAP S/4HANA for SAP
Business All-in- One]
[25TH JULY TO 26TH DECEMBER 2017]
[INSERT AUTHOR NAME HERE]
[INSERT AUTHOR JOB TITLE HERE]
[INSERT AUTHOR EMAIL HERE]

Project plan 2
CONTENTS
Glossary.....................................................................................................................................3
Introduction................................................................................................................................4
Project scope.............................................................................................................................4
Business case............................................................................................................................6
Project Schedule and Approach (Rollout strategy)....................................................................7
Resources................................................................................................................................10
Budget......................................................................................................................................13
Risk..........................................................................................................................................14
Communication..........................................................................................................................1
Summary....................................................................................................................................1

Project plan 3
Glossary
Term Definition
SAP System application program
IT Information technology

Project plan 4
Introduction
The project plan is developed in line with the approved project charter for implementation of
SAP S/4 HANA for SAP across the organization board. The system is important in replacing the
existing HR, accounting and stock management systems. The project plan is developed
efficiently to integrating suitable project management methodologies, techniques and tools
(Bryde, Broquetas & Volm , 2013, p. 23). The task of the project plan is to deliver a plan to
facilitate easy development of the project within the triple three constraints (scope, budget and
time). The project plan aims to achieve the following objectives: installing the designed platinum
server, integrates the SAP business systems in to organization functions, and organize trainings
and modules for the selected staffs.
Project scope
The project scope defines the boundaries of what the project will be intending to achieve (Burke,
2013, p. 67). It defines the key deliverables that the project will intend to achieve, and key
assumptions of the project. The aim of the project is implement SAP S/4 HANA for SAP to be
used for business solutions. The project deliverables are expected to be implemented based on
specific quality standards and responsibility allocated to them (Hedman, 2013, p. 78). Table 1
shows a summary of deliverable descriptions
Table 1 Project deliverable descriptions.
Project deliverable Quality standards Assessments
methods
Person responsible
Project initiation,
movement of
significant
information into SAP
across the boards
takes place.
Efficient gathering of
necessities, outlining
necessary perquisites
for detailing purposes,
creation of reliable
backups for storing
transferred
information’s
Frequently formal
meetings and updates
Project manager and
teams
Server room is
designed and
modified
Refurbishments of the
server and creation of
budgets, redesigning
the server site,
Audit checks during
constructions
Project manager and
local contractor

Project plan 5
installations of cables
SAP frame is well co-
ordinated with e-gate
Management of
account,
accomplishing
configurations,
installations of high
server, and server
delivered on time
Technical tests on the
server
Project manager and
the supplier
Data is converted
after SAP installations
Timely completion of
SAP installations,
quick extraction of
data from database,
faster importing of
data, point of sale is
integrated in a faster
way, drafting of a
verification process
Formal meetings,
systems tests, quality
checklists
Project manager, data
management officer,
systems analysts
Training of staff on
SAP system
Evaluation of SAP
manuals,
simplifications and
generation of SAP
manuals, provisions
of training and
training SAP manuals
to the staff
Formal meetings,
attendance lists,
formal meetings
Project manager, lead
consultant, trainings
Project closure,
acceptance criteria
and closure
Testing and
evaluations
completed,
achievement of the
system objectives,
efficient performance
of the system
Evaluations reports
and monitoring
control tests and
reports
Project manager and
sponsor
The project makes the assumptions that the no data will get lost during the transfer process, no
resistance will occur among the staff during the implementation process, and the SAP system
will integrate well with other functions and policies within the organization (Michael Berthold,
2003, p. 13). The project exclusions include not participating on SAP end result performance

Project plan 6
customer satisfaction surveys, sourcing for SAP system developer and training partners, and
making final payments to participants.
Business case
The general benefits of implementing the SAP business all system are to reduce delays in
business operations across board, increase customer satisfactions, and expand operations of the
head office (Ferigotti , Cunha & Fernandes , 2016, p. 67). The benefits and de-benefits of the
project is summarized in table 2.
Table 2 Project benefits & de-benefits summary
Category Expected benefits Methods of verifying
benefits
Expected de-
benefits
Financial It is expected it will
lead to increased
profits due to efficient
service delivery (cost
reductions). The
system will be durable
reducing costs
emanating from
maintenance
Financial analysis
through ratio’s and
sales turnover reports
It is costly capital
investment initiative
and not easy to
verify its long term
returns
Operational/
technical
Increased efficiency
and competitiveness in
the market. It will
enhance a simple
control mechanism
thus increasing
accountability
Process audits, error
logs in the system
The benefit cannot
be quantified within
a shorter period
Customer It is expected to
increase customer
loyalty and
satisfactions. In
addition enhance
organization customer
base and retention
levels
Customer surveys, sales
turnovers, and customer
records
Market Increase customer
awareness and
Market surveys and
sales turnover records

Project plan 7
competitiveness
Staff Improved performance,
timeliness in their
operations and value
additions to processes
Process audits Resistance and
delays in adopting
quick to the new
system
Quality Well place
organization in terms
of quality service
delivery. Increased
position in the market
in terms of quality
standards
Quality audits, control
systems
Quality is difficult to
be verified or
measured
Project Schedule and Approach (Rollout strategy)
The project schedule describes several activities divided into specific time limits within the
project (Kendrick, 2013, p. 45). The milestone summary, Work breakdown structure, Gantt chart
is used to schedule implementation of the project.
Milestone chart: it shows the key main deliverables with specific starting times (Gido &
Clements, 2014, p. 62). Table 3 shows the milestone for the project.
Table 3 Milestones
Time Description
26th Sep –
28th oct 2017
Modification and refurbishment of the server room.
29th Oct – 10th
Nov 2017
Data importations to the new system
12th Nov– 30th
Jan 2018
Staff SAP trainings and documentation.
1st Feb – 26th
Feb 2018
Evaluation of the project and closure

Project plan 8
Work break down structure, Network diagram and Gantt chart: MS project was used to develop
the three items. They are scheduling tools that show relationship of the variables (Lock, 2014, p.
4). The work breakdown structure is a technique that divides the project into smaller tasks and
work packages, while Gantt chart shows lists of dates and scheduled activities (Phillips, 2013, p.
14). The work break down shows the tasks and sub tasks in the WBS (PMI., 2013, p. 23). Figure
1 shows WBS.

Project plan 9
Figure 1 Work break down structure and Gantt chart
ID Task
Mode
Task Name Duration Start Finish
1 Developing project charter 7 days Mon 9/4/17Tue 9/12/17
2 Project plan development 3 days Mon 9/4/17 Wed 9/6/17
3 Project plan approval 2 days Thu 9/7/17 Fri 9/8/17
4 Modification of the old server
room
11 days Sat 9/9/17 Fri 9/22/17
5 Refurbishing the existing
server room.
8 days Sat 9/23/17 Tue 10/3/17
6 sourcing for requirements 4 days Wed 10/4/17Mon 10/9/17
7 Purchasing 75 metres CATs 6a
patch cable.
2 days Wed
9/27/17
Thu 9/28/17
8 Installing the CAT 6a patch
cable.
2 days Wed
9/27/17
Thu 9/28/17
9 Installation of the cables to the
network
4 days Fri 9/29/17 Wed 10/4/17
10 Connecting the server 3 days Thu 10/5/17Mon 10/9/17
11 Modification of the server room2 days Thu 9/21/17Fri 9/22/17
12 Server room preparations 4 days Tue 10/10/17Fri 10/13/17
13 Data extraction from data base 9 days Sun 9/24/17Wed 10/4/17
14 Data conversions to the new
system
3 days Tue
10/10/17
Thu 10/12/17
15 Analysis of the data structure 1 day Fri 10/13/17Fri 10/13/17
16 Documenting the data structure1 day Mon 10/16/17Mon 10/16/17
17 Developing script for data
extractions
4 days Tue
10/17/17
Fri 10/20/17
18 Formalizing the script 2 days Mon 10/23/17Tue 10/24/17
19 Validation of the data 22 days Sun 9/24/17Mon 10/23/17
20 Cleaning of the data 2 days Wed 10/25/17Thu 10/26/17
21 Installing data into B1 instance 3 days Fri 10/27/17Tue 10/31/17
22 Testing of data into real time 4 days Wed 11/1/17Mon 11/6/17
23 Intallation of SAP all in one
into the server
3 days Tue
11/7/17
Thu 11/9/17
24 Checking compatability of new
and old system
2 days Fri
11/10/17
Mon
11/13/17
25 Integrating new system with
old system
4 days Tue
11/14/17
Fri 11/17/17
26 New system is installed 2 days Mon 11/20/17Tue 11/21/17
27 Configuration of the new system2 days Wed 11/22/17Thu 11/23/17
28 Performing trainings on the new
system
25 days Sun
9/24/17
Thu 10/26/17
29 Collecting of manual materials 5 days Fri 11/24/17Thu 11/30/17
30 Customising the manual 3 days Fri 12/1/17 Tue 12/5/17
31 Sourcing for a trainer consultant2 days Wed 12/6/17Thu 12/7/17
32 Developing training program
to align existing functionality
with the new program.
3 days Fri 12/8/17 Tue 12/12/17
33 Planning for training sessions 2 days Wed 12/13/17Thu 12/14/17
34 Execution and training sessions 2 days Fri 12/15/17Mon 12/18/17
35 Documentation completion 2 days Tue 12/19/17Wed 12/20/17
36 Trainings signing offs and
closure
3 days Thu
12/21/17
Mon
12/25/17
37 Monitoring and testing 18 days Sun 9/24/17Tue 10/17/17
38 Checking all the hardwares 3 days Tue 12/26/17Thu 12/28/17
39 Checking the entire software 2 days Fri 12/29/17Mon 1/1/18
40 Checking compatability of
hardwares and softwares
4 days Tue 1/2/18 Fri 1/5/18
41 Ensuring the hardware and
software are compatible
3 days Mon 1/8/18 Wed 1/10/18
42 Inspecting data conversions 30 days Sun 9/24/17Thu 11/2/17
43 Repair and maintainance 4 days Thu 1/11/18Tue 1/16/18
44 Checking of training and user
testing
3 days Wed
1/17/18
Fri 1/19/18
45 Monitoring of the new systems 10 days Mon 1/22/18Fri 2/2/18
46 Final out rolling of the system 1 day Mon 1/22/18Mon 1/22/18
47 Correction and controls of
deviations
2 days Mon 2/5/18 Tue 2/6/18
48 Final corrections and
mainatinance
3 days Wed 2/7/18Fri 2/9/18
49 Evaluation of the performance 8 days Sun 9/24/17Tue 10/3/17
50 Performance reporting and
summary
3 days Mon
2/12/18
Wed 2/14/18
51 Checking for payments and
contract closure
2 days Thu
2/15/18
Fri 2/16/18
52 Final reporting and lessons
learnt
2 days Mon
2/19/18
Tue 2/20/18
53 Project closure, testing done 1 day Wed 10/4/17Wed 10/4/17
1 4 7 10 13 16 19 22 25 28 1 4 7 10 13 16 19 22 25 28 31 3 6
September 2017 October 2017 November 2017

Project plan 10
Network diagram: it shows the critical path method which is the shortest path or longest path
to accomplish tasks (Larson, 2011, p. 10). MS PROJECT file attached shows a summary of
the network diagram for the project.
Project schedule assumptions: the project is assuming that the scheduled task will start has
scheduled and externalities will not affect the project schedules causing delays in starting
times (Kloppenborg, 2014, p. 49). The project will assume that sufficient resources will be
available to accomplish the project (Phillips, 2013, p. 89).
Resources
The resources represent both materials and humans that will help in accomplishment of the
project goal (Jeff Ericksen, 2014, p. 243). RAM is an important tool in defining
responsibilities and roles that determines the success of any project. The tool clearly defines
who is to given roles to perform in projects. It is a useful project component in which project
managers can employ to define specific responsibilities to its project team members. It is
bases on RACI
Table 5 showing responsibility matrix
RACI CHART JOB HOLDER
ACTIVITY VUISC
Project
Manager
Business
Analyst
Technical
assistant
Trainer System
Integrator
Programmer
Plan/schedule
development
A C R 1 I 1
Module and
training modules
designs
A C I R I I
Conducting
trainings
R I C A 1 1
System
development
and design
A I I I R C
Programming
function
A C I I C R

Project plan 11
Administrative
functions
R C A I I I
Checks
technical issues
A C R I I I
Server and
networking
A I I I C R
Sourcing of
materials
R C A I I I
R=RESPONSIBLE A=ACCOUNTABLE C=CONSULTED I= INFORMED
The table 6 shows various activities allocated resources.

Project plan 12
Table 6 Activities and resources
ID Task
Mode
Task Name Resource Names
1 Developing project charter Writings fees
2 Project plan development Writings fees
3 Project plan approval Writings fees
4 Modification of the old server room Hardwares[1],Salaries,System development,Virtual servers
5 Refurbishing the existing server
room.
modifications
6 sourcing for requirements modifications
7 Purchasing 75 metres CATs 6a
patch cable.
Hardwares[1]
8 Installing the CAT 6a patch cable. Hardwares[1]
9 Installation of the cables to the
network
cables[1]
10 Connecting the server Virtual servers
11 Modification of the server room modifications
12 Server room preparations Virtual servers
13 Data extraction from data base Programming fees,System development
14 Data conversions to the new
system
System development
15 Analysis of the data structure Hardwares[1],System development
16 Documenting the data structure Data entry work charges,System development
17 Developing script for data
extractions
System development,Virtual servers
18 Formalizing the script System development
19 Validation of the data Hardwares[1],Programming fees,System development,Licensing
20 Cleaning of the data Programming fees
21 Installing data into B1 instance Programming fees,System development
22 Testing of data into real time Virtual servers
23 Intallation of SAP all in one into
the server
Programming fees,System development
24 Checking compatability of new and
old system
Programming fees,System development
25 Integrating new system with old
system
Programming fees,System development
26 New system is installed System development
27 Configuration of the new system Programming fees,System development
28 Performing trainings on the new
system
Training fees,Writings fees
29 Collecting of manual materials Writings fees
30 Customising the manual Training fees
31 Sourcing for a trainer consultant Salaries
32 Developing training program to
align existing functionality with
the new program.
Salaries,Training fees
33 Planning for training sessions Training fees,Writings fees
34 Execution and training sessions Salaries
35 Documentation completion Writings fees
36 Trainings signing offs and closure Salaries
37 Monitoring and testing Salaries
38 Checking all the hardwares Salaries,System development
39 Checking the entire software Programming fees,System development
40 Checking compatability of
hardwares and softwares
Programming fees,System development
41 Ensuring the hardware and
software are compatible
Programming fees,Salaries,System development
42 Inspecting data conversions System development
43 Repair and maintainance modifications,Training fees,Writings fees
44 Checking of training and user
testing
Training fees
45 Monitoring of the new systems modifications,Programming fees
46 Final out rolling of the system System development
47 Correction and controls of
deviations
Training fees
48 Final corrections and
mainatinance
System development
49 Evaluation of the performance
50 Performance reporting and
summary
Salaries
51 Checking for payments and
contract closure
Salaries
52 Final reporting and lessons learnt Salaries
53 Project closure, testing done
Writings fees
Writings fees
modifications
modifications
Hardwares[1]
Hardwares[1]
cables[1]
Virtual servers
modifications
Virtual servers
System development
Hardwares[1],System development
Data entry work charges,System development
System development,Virtual servers
System development
Programming fees
Programming fees,System development
Virtual servers
Programming fees,System development
Programming fees,System development
Programming fees,System development
System development
Programming fees,System development
Writings fees
Training fees
Salaries
Salaries,Training fees
Training fees,Writings fees
Salaries
Writings fees
Salaries
Salaries,System development
Programming fees,System development
Programming fees,System development
Programming fees,Salaries,System development
modifications,Training fees,Writings fees
Training fees
modifications,Programming fees
System development
Training fees
System development
Salaries
Salaries
Salaries
202420342044
19842034

Project plan 13
Budget
The budget shows estimates of resources to be used in project activities (Ye, Chen, Sanjeev
Jha, and Kevin, Desouza., 2015, p. 73). The estimates are based on the current prevailing
market prices it consists of payment of services offered and resources purchased. Table 7
show summary of resources used in the project
Table 7 Resource summary
ID Resource Name Type Initials Std. Rate Accrue At Base Calendar
1 Licensing Work L $200.00/hr Prorated Standard
2 Virtual servers Work V $105.00/hr Prorated Standard
3 Hardwares Material H $1,000.00 Prorated
4 modifications Work m $10.00/hr Prorated Standard
5 cables Material c $2,000.00 Prorated
6 Salaries Work S $320.00/hr Prorated Standard
7 Writings fees Work W $50.00/hr Prorated Standard
8 Training fees Work T $40.00/hr Prorated Standard
9 System development Work S $30.00/hr Prorated Standard
10 Data entry work
charges
Work D $3.00/hr Prorated Standard
11 Programming fees Work P $30.00/hr Prorated Standard
The assumptions of the budget are created on assumptions that the prices of the products will
not rise soon. Some of the most expensive costs include salaries and software and hardware
purchases (Heagney, 2016, p. 45). Both are critical in project delivery the individual
specialists are needed to help in implementation of the project according to quality. The
resources are useful in supporting various functions of the project (Cleland, 2013, p. 23).
Table 8 shows a simple summary of the total costs.
Table 8 Scheduled budget
Components items Item description Costs ($)
Licensing and licensing
fees SAP licensing rights for 400 users. $ 200,000
Virtual servers Seven virtual servers $ 7,000
Hardware components Purchase Hardware $ 5,000
Hardware components Installations, designing and repairs $ 3,000

Project plan 14
Room modifications Fixed work performance $ 25,000
Cable purchase Purchasing 75 metres CAT 6a patch cable $ 325
Cable and wiring
components Installation charges for cable $ 600
VUISC Project
Manager salaries
Project work delivery@ ($25/hr)
$ 300,450
Business Analyst fees Full time consultations@ ($150/hr) $ 2,500
Technical Writer fees Document scripting @ ($95/hr) $ 6000
Trainer fees SAP sessions trainings @ ($115/hr) $ 6,275

Project plan 15
System Integrator
salary system integrations@ ($100/hr) $ 10000
Application
Programmer Programming role @ ($95/hr) $ 1,995
Technical Officer
salary Technical issues checks@ ($75/hr) $ 4,900
Total Cost $ 428,215
Risk
Risks are uncertainties and events that affect the execution and implementation of the project
(Andrew, 2014). The project manager of the project will need to identify and analyze them to
be able to manage them. The risks of the SAP all in one project include:
A= the organization employees resisting change (negative risk)
B= the system becomes Non-compatible with the normal operations (negative risk)
C= Increased changes in technology in the market (negative system)
D= System collapse after implementation (positive risks)
E= Attack from externalities e.g. virus and hackings
The analysis of the SAP project will be done using the impact/probability matrix in table 6
Table 9 Impact/probability matrix
Impact
High
Medium
low
Probability
low medium high
B A C, E
D

Project plan 16
Ranking is as follows: C, E, D, A, B the ranking was based on those with high probability
and impact ranked first followed with those with high and medium or medium and low
respectively. Table 7 shows the risk register that will be employed by the project manager.

Project plan 17
Table 9 Risk register
Prepared
by…………
Authorised
by………………. Date: 21/09/2017
Rank Risk Description Root Cause Potential Responses Risk Owner Probability Impact
1 Increased
changes in
technology
Changes in
technology can
affect the current on
External
environment
influence
implement a
system that can be
upgraded
Systems and
programming
analysts
High High
2 Attack of
externalities
attacked by virus
and hackers
Lack of security
features
Have security
features
System analyst High High
2 System failure
or collapse
Failure stops all
operations
Poor installations Good installation
and maintenance
Project manager High Medium
3 Employee
resistance
Lack of
corporations
No proper
engagements
Trainings and
involvement
Project team Medium High
4 System non-
compatibility
Systems lack of
integration
Poor formulations
& designs
Proper designs &
consultations
Project team Low high

Communication
The aim of communication plan for SAP PROJECT is to ensure the Project Management
Improvement Project provides relevant, accurate, and consistent project information to project
stakeholders and other appropriate audiences (Heagney, 2016, p. 30). Table 8 shows the
communication plan.
The following template is for educational purposes only.

Table 10 Communication plan
Audience Message Delivery Method Delivery
Frequency
Communicator
Project sponsor Need to be informed on the progress or
approvals required for the SAP project
Through formal
meetings/formal
mails
Frequently Project manager and
sponsor
Project team They need to plan for daily operations
of the project deliverables
Formal and informal
meetings, memos
Daily Project manager and
team members
Project consultants They need to be consulted on technical
and operative functions
Through mails and
formal meetings
Occasionally Project manager and
team members
Project software and
business analysts
They need to be consulted on project
deliverables
Formal meetings and
phone calls
Frequently Project manager and
teams
Sector regulators They need to be informed for licensing
and authorizations
Through formal
mails and meetings
Occasionally Project manager and
sponsor
The following template is for educational purposes only.

Summary
The SAP all in one system was developed for business solutions for the organization. Once
evaluations by external body have taken place the project will be finalized for closure. The
project commenced on July 25th 2017 and will end of our final monitoring of the SAP system
functionality by external body on 25th October 2018. This project was implemented based on
several project management technologies and implementation measures. It expected that it
will bring beneficial results in the long run for the organization.
The following template is for educational purposes only.

Project plan 2
References lists
Andrew, F, 2014. Effects of risk management in projects. New York: Mc Graw Hill.
Bryde, Broquetas & Volm, 2013. The project benefits of building information modelling.
International Journal of project management, 31(7), 971-980.
Burke, R, 2013. Project management: planning and control tecniques. New Jersey: Wiley
publishers.
Cleland, D, 2013. Project management handbook. New York, United States: Van Nostrand
Reinhold.
Ferigotti , Cunha & Fernandes, 2016. Managerial competencies for requirements of
sustainable innovation: the case of Electrolux of Brazil. International Journal of Innovation
and Sustainable Development,, 160-176.
Gido & Clements, 2014. Successful project management. Chicago: Nelson Education.
Heagney, J, 2016. Fundamentals of project management. AMACOM: American management
association .
Heagney, J, 2016. The project manager leader. In fundamentals of project Management. New
York: Adventure works press.
Hedman, K, 2013. Project management professional exam study guide. Indianapolis: Wiley.
Jeff Ericksen, 2014. Right from the Start: Exploring the Effects of Early Team Events on
Subsequent Project Team Development and Performance. Organization Science, 11(1), 56-
67.
Kendrick, T, 2013. The project management tool kit: 100 tips and techniques for getting the
job done right. . AMACOM Div: American management Assn.
Kloppenborg, T, 2014. Contemporary project management. London: Nelson Education.
Larson, E., 2011. Project management: the managerial process. New York: Mc Graw Hill.
Lock, M. 2014. The essentials of project management. New York: Ashgate publishing Ltd.
Michael Berthold, D. 2003. Intelligent Data Analysis: An Introduction. Springer Science &
Business Media.
Phillips, J, 2013. PMP, project management professional (certification study guides). New
York: Mc Graw Hill.
PMI. 2013. A guide to project management body of knowledge . Newtown Square: PA: PMI.
VUIS Consulting Project Plan Page 2
[Insert Author name here]

Project plan 3
Ye, Chen, Sanjeev Jha, and Kevin, Desouza. 2015. Communicating the business value of
innovation. International Journal of Innovation Science, 1-12.
VUIS Consulting Project Plan Page 3
[Insert Author name here]