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Creating and Running a SAP Support Organization. Bryant Bonner, Director - Textron September 21, 2004. Agenda. Background on Personal and Work Experience Initial Building Blocks for Textron’s SAP Program Transforming the Textron Organization Key Accomplishments and Challenges

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creating and running a sap support organization

Creating and Running a SAP Support Organization

Bryant Bonner, Director - Textron

September 21, 2004

agenda
Agenda
  • Background on Personal and Work Experience
  • Initial Building Blocks for Textron’s SAP Program
  • Transforming the Textron Organization
  • Key Accomplishments and Challenges
  • Where to Next…
  • A Little Advice to Students
background and personal experience
Background and Personal Experience
  • Grew Up in Texas
  • Graduated from Tech in 1995
    • Met My Beautiful Wife at School
    • Now Have Two Great Kids
  • Work Experience
    • Ernst & Young LLP (1995-2001: US/Australia/NZ)
    • Verizon (2001-2003: Dallas/Tampa)
    • Textron (October ’03-Current)
textron s business profile nyse txt
Textron’s Business Profile – (NYSE: TXT)
  • One of America's largest multi-industry companies
  • Ranked 174th on the 2003 FORTUNE 500
  • Company founded in 1923
  • Revenues of $10 billion
  • 43,000 Employees
vs 1 st quartile we have 33 more resources supporting 200 more applications

2001 HACKETT DATA

Vs. 1st Quartile, we have 33% more resources supporting 200% more applications

FTEs supporting applications

Number of applications supported per thousand end users

To reduce support costs we must dramatically reduce the number of applications AND source support resources more cost effectively

enterprise management

Our Focus on Enterprise Management and Best Practices

Creates the Criteria for Our I.T. Applications Strategy

Enterprise Management
  • What Does an I.T.Application Strategy Need to Contain to Support This?
  • Common
  • Application Systems must be enterprise-wide vs. Business Unit specific
  • Specific solutions must be leveraged across all businesses in order to enable common processes
  • Flexible
  • Applications Strategy must support Business Unit – unique business strategies and priorities, while linking to overall corporate strategy
  • Application Systems must be flexible and configurable to support evolving business process and changes in business portfolio
  • Manageable
  • Application change must be implemented incrementally in order to effectively manage risk and cost
  • Application support must be consolidated in order to control deployment and support costs.
  • Making our customers successful
  • Leveraging our enterprise scale and talent
  • Building and deploying:
    • World-class operating capabilities
    • Common processes and tools
  • Focusing on high-impact initiatives in 2003:
    • Textron Six Sigma
    • Value Pricing
    • Supply Chain Management
    • IT Shared Services
    • Organizational Design

What Does Premier Look Like?

  • Customer
  • Powerful global brands
  • High-value, differentiated products and services
  • Successful customers
  • People
  • Employer of choice
  • “Customer-first” mindset
  • Growing and developing self-actualizing people
  • Process
  • World-class process capabilities providing competitive advantage
  • Fully leveraged expertise and resources

Performance

  • Lead our peers in key financial metrics such as: ROIC, NOP, Cash Conversion and Total Shareholder Return
slide7
This strategy will create an application environment that is flexible and scalable to Textron’s business needs

Fragmented

Integrated

Architected

2003

2005

2007

  • Unique applications minimal common data
  • Multiple application organizations
  • Significant translation / interface applications
  • Mainly in-house development
  • Cost / time to implement business change is high
  • Groups of related applications sharing common data
  • Centralized deployment organization (COEs)
  • Moderate use of offshore outsourcing
  • Functional / industry change less costly
  • Portfolio management leverage investments
  • Core information common and accessible across the corporation
  • Centralized data / process management
  • Centralized sustainment organization (COEs)
  • Extensive use of offshore outsourcing
  • Companywide change faster / minimal cost
my initial actions on job first 100 days
My Initial Actions on Job (First 100 Days)
  • Educated Self on Textron Business Strategy
  • Developed the SAP COE Mission / Business Model
  • Hired SAP Core Leadership Team
  • Gained Approval on Funding for Operating Budget
  • Implemented Key Support Processes
  • Where We are Headed & Key Lessons Learned
my initial actions on job first 100 days1
My Initial Actions on Job (First 100 Days)
  • Educated Self on Textron Business Strategy
  • Developed the SAP COE Mission / Business Model
  • Hired SAP Core Leadership Team
  • Gained Approval on Funding for Operating Budget
  • Implemented Key Support Processes
  • Where We are Headed & Key Lessons Learned
our sap strategy must align to our business strategy and it direction
Our SAP Strategy Must Align to Our Business Strategy and IT Direction
  • To be the premier multi-industry company
  • Ensure Industry-Leading Operational and Customer Performance
  • Promote an integrated application environment that is flexible and scalable
    • Integrated (2005)
    • Architected (2007)
our sap strategy should support textron s core competencies key initiatives
Our SAP Strategy Should Support Textron’s Core Competencies / Key Initiatives

Portfolio Management (Diversity)

BU Brand Management

  • JIT Inventory Systems
  • Cost Reductions Through Capital Investments
  • Forum for Continuous Improvement Ideas
  • Drive the BPx3
    • Best Practice
    • Best Process
    • Best Performance

Integrated Supply Chain

Lean Operations

Product Dev / R&D

Service Support

Textron 6 

Smart Technology Spend and Shared Services

Supports

SAP Strategy

my initial actions on job first 100 days2
My Initial Actions on Job (First 100 Days)
  • Educated Self on Textron Business Strategy
  • Developed the SAP COE Mission / Business Model
  • Hired SAP Core Leadership Team
  • Gained Approval on Funding for Operating Budget
  • Implemented Key Support Processes
  • Where We are Headed & Key Lessons Learned
sap coe mission and business model

SAP PMO

Governance

Business Alignment Assurance

Plan

Business Unit

Ownership

Requirements

BU SMEs

Methodology

Continuous

Improvement

Reusability /

Best Practices

Config masters

SAP

Business

Units

Design

Operate

Support Teams

Reusability /

Best Practices

Reusability /

Best Practices

COE

Config masters

Reusability /

Best Practices

BPR Design

Optimized Solution

Implement

SAP COE Mission and Business Model

“…Ensuring efficient application delivery and support to enable the smooth flow and continuous improvement of business operations for Textron business units using SAP by…”

  • Ensure operational support service levels, and key business KPIs/metrics are being met or exceeded while continuously improving business processes (by leveraging SAP)
  • Leveraging best practices for SAP implementation and ongoing support in order to reduce risk, improve project quality, and reduce costs
  • Promoting common business processes across the enterprise
  • Providing cross project coordination among concurrent and planned SAP projects
  • Defining and maintaining standards for key SAP architectural design elements.
  • Leveraging internal and external resources and expertise
sap post implementation support charter
SAP Post Implementation Support Charter

Textron has embarked on deploying an SAP Post Implementation Support Model to deliver and sustain maximum reuse and support leverage for the SAP enterprise application…

…“This support model will focus on ensuring operational service levels, key business KPIs, and functional transaction metrics are being met or exceeded while continuously improving business processes”

my initial actions on job first 100 days3
My Initial Actions on Job (First 100 Days)
  • Educated Self on Textron Business Strategy
  • Developed the SAP COE Mission / Business Model
  • Hired SAP Core Leadership Team
  • Gained Approval on Funding for Operating Budget
  • Implemented Key Support Processes
  • Where We are Headed & Key Lessons Learned
staffing strategy
Staffing Strategy
  • A Learning Community
  • Educated Employees to Cope with Change and Competition
  • Utilize Internal Staff for Strategic Knowledge-Capital
  • Leverage External Staff for Commodity Support
slide17

Bennie Peek, VP

Enterprise Applications

Bryant Bonner, Director

SAP COE Operations

Guy Gagne, Director

SAP COE Projects / Arch

HR

COE

PLM

COE

SCM

COE

Int

COE

WebSS

COE

Infrastructure

Support

Technical Support

Program / Cross Functional

Process Support

BU Integration

/ Project Teams

Tim Hodge

Integration / Interface Lead

Enterprise Help Desk

Cheryl Weaver

FI/CO Lead

Shankara Savendram

ABAP Specialist

BW - TBD

ABAP Specialist - TBD

Holly Sheets

Testing / Change Control

Kevin Jackson

Security / Controls Lead

Scott Leiding

MM/PP Lead

John Velasquez

SAP PMO

Linda Riley

Security Specialist

Roger Johnson

SD Lead

Jeff Shores

Security Specialist

Ali Hazari

Basis Administration Lead

Skip Malkuns

Basis Administrator

Neil Moran

Basis Administrator

Chris Rousch

Basis Administrator

SAP COE Organizational Chart

Currently 15 Individuals hired into SAP COE with 17 by end of 2004

cumulative sap experience within the coe
Cumulative SAP Experience within the COE
  • 80+ Years of SAP Experience
  • 65+ SAP Projects Implemented
  • SAP implementation experience spans across 23 Countries
  • Cross industry expertise in 15 Industries (including A&D and Industrials)
  • SAP Module Expertise and Certifications in:
    • ASAP Methodology
    • FI/CO/TR
    • SD/SIS/LIS/S&OP
    • BW
    • MM/PP/WM/PM/PS
    • ABAP Workbench
    • Basis Administration
    • Security Administration

We have Built a Solid Foundation

key staffing lessons learned
Key Staffing Lessons Learned
  • Hire Highly Qualified Candidates and Pay 15% Higher than Market Rate
  • Set Travel Expectations with Candidates during Interview Process
  • Gain Business Unit Buy-in on Candidates
  • Look to Supplement Your Weaknesses with Candidates’ Strengths
  • Develop a Fun, Well-Rounded Team
my initial actions on job first 100 days4
My Initial Actions on Job (First 100 Days)
  • Educated Self on Textron Business Strategy
  • Developed the SAP COE Mission / Business Model
  • Hired SAP Core Leadership Team
  • Gained Approval on Funding for Operating Budget
  • Implemented Key Support Processes
  • Where We are Headed & Key Lessons Learned
gained approval on funding for operating budget
Gained Approval on Funding for Operating Budget
  • Developed Value Proposition
  • Look for Leveraging Opportunities
  • Focused on Items that Drive Early Successes
  • Built Credibility by Delivering as Promised
my initial actions on job first 100 days5
My Initial Actions on Job (First 100 Days)
  • Educated Self on Textron Business Strategy
  • Developed the SAP COE Mission / Business Model
  • Hired SAP Core Leadership Team
  • Gained Approval on Funding for Operating Budget
  • Implemented Key Support Processes
  • Where We are Headed & Key Lessons Learned
sap post implementation process flow
SAP Post Implementation Process Flow

Process

Inputs

Outputs

Supporting

Business Operations

Break/Fix Requests

(End-Users)

Business Process Owner (BPO)

[Sets Strategic Direction for Business Process]

  • Executed Business Transactions
  • Satisfied End Users
  • Meeting Application SLAs / Metrics
  • Uninterrupted Application Support
  • Business Process Improvement
  • Resolution of Incident Reports
  • TCO Reduction

Enhancement Requests

(BPO, Super User, Functional Analysts)

Strategy

Process

Support

Super User

[Supports End User]

End User

[Executes Process]

Project Go-Live Deferred Work

(Project Teams)

Support

Support

Support

Technical

Support

Functional

Support

Change Mgt

Support

IT Ops

Support

Help Desk

Support

SAP Apps Mgmt

System Maintenance

(SAP COE)

3rd Party Supplemental

SAP Support

a triad of processes for post implementation support

Problem Management

Support

Enhancement

Support

Change Control

Support

A Triad of Processes for Post Implementation Support
  • Problem Management (Break-Fix) Support improves enterprise performance by increasing end-user productivity and satisfaction associated with timely resolution of SAP related problems
  • Enhancement Support provides a standardized way to identify, prioritize, add, and track additional functionality or processes to the system based on new and changing business requirements
  • Change Control Supportaddresses the need to request, evaluate, communicate, schedule, and migrate changes to the SAP production environment
my initial actions on job first 100 days6
My Initial Actions on Job (First 100 Days)
  • Educated Self on Textron Business Strategy
  • Developed the SAP COE Mission / Business Model
  • Hired SAP Core Leadership Team
  • Gained Approval on Funding for Operating Budget
  • Implemented Key Support Processes
  • Where We are Headed & Key Lessons Learned
slide26

Financial

Shared Services

Strategic Sourcing

IT Savings

3-Year Strategy for Textron’s SAP Program…Linking US and EU Solutions

Improvement

(BPx3)

Alignment

BP Improvement

BP Improvement

Aerospace & Defense

Automotive

Industrial

Selective

BP Improvement

Value

Disparate

Klauke

Greenlee

Maag

TFS DE - TVD

TFS UK - CSG

TFS DE - CSG

DB Guinard

Bell

Cessna

Systems

Kautex

2004

2005

2006

2007

Current

9 Scattered Instances (by colors)

Multiple Appl. Service Providers

Phase I

9 Scattered Instances

1 Appl. Service Provider

Phase II

3 Instances

1 Appl. Service Provider

Phase III

Ongoing Improvement

1 Appl. Service Provider

supplier strategy
Supplier Strategy
  • Use a Target Costing Approach
  • Create Strategic Relationships with Key Service Providers
  • Take Advantage of Off-Shore Models
  • Utilize Pooled Resource-on-Demand Models
key challenges
Key Challenges
  • Worldwide Program Management
  • Rapid Delivery of SAP Solutions
  • Business Unit Solution Alignment by Industry
  • BPx3 Focus
succeeding in college
Succeeding in College
  • Go to Class
  • Be Well-Rounded
  • Work Hard but Play Hard
  • Look to Learn not Make a Grade
succeeding in your career
Succeeding in Your Career
  • Join an Organization that Makes You Better
  • Leave the Nest – Take on Overseas Assignments
  • Be a Team Player – “The first shall be last, and the last shall be first” (Matthew 20:16)
  • Find Good Mentors for Career Guidance
  • Choose Your Direct Reports Wisely
  • Ensure Work / Life Balance
succeeding in life
Succeeding in Life
  • Never Lose Your Integrity
  • Aim High in Life by Setting Stretch Objectives
  • Seek Wisdom
  • Care More for Others than Yourself
  • Give and You Shall Receive (Acts 20:35)