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Post-Implementation Organization & Support . Loren Blinde Director, Administrative Systems Group. Session Objectives. An appreciation of issues that new customers and recent go-live projects will face with the long-term support and enhancement of their SAP systems

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Post implementation organization support l.jpg

Post-Implementation Organization & Support

Loren Blinde

Director, Administrative Systems Group


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Session Objectives

  • An appreciation of issues that new customers and recent go-live projects will face with the long-term support and enhancement of their SAP systems

  • An opportunity for established customers to share their experience


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Session Topics

  • Why ongoing support is an issue

  • What a support team does

  • Considerations in organizing a team

  • Nebraska’s experience

  • Open audience discussion


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Why Support is an Issue>Institutional Culture

  • ERP system is likely a new thing

  • The Business <> Technical relationship has changed

  • There is a NEW business role


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Why Support is an Issue> Go-Live Psychology

  • The finish-line is system go-live

  • Management expectation of completion

  • User expectation of a finished product


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Why Support is an Issue>“We want our people back!”

  • The ERP project was a short-term assignment

  • Many team members are drafted from your Business offices

  • They are also your best people for system support


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Why Support is an Issue> Money

  • You budgeted for the maintenance agreement

  • Did you plan for the human side?


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Your Challenge>

  • Create a reality-based management perspective of system support

    • Identify what support teams do

    • Consider your institutional factors

    • Look at peer models


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What Support Teams Do> Maintenance Tasks

  • Major upgrades

  • Service packs

  • Problem solving

  • Security administration

  • Workflow administration

  • Archiving


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What Support Teams Do> Common Business Tasks

  • Support the business offices

  • Centralized processes

    • Tax reporting (US 1099 & W-2)

    • Financial closing

    • Payroll

    • Payment runs

  • Data manipulation

    • Mass changes

    • Data loads

  • Ad-hoc report creation


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What Support Teams Do> Tend to the Users

  • Training

  • Documentation

  • Change Management & Communication

  • Internal Influence Channels


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What Support Teams Do> Continuous Improvement

  • New initiatives and more SAP

  • Accountability to senior management

  • Priority setting - consensus building

  • Product evaluation and acquisition

  • Process redesign

  • License management

  • Define a priority setting process !


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What Support Teams Do> Stay Smart

  • Networking

  • Project team training

  • Keeping up with SAP

  • Advocacy and Influence

  • CRM

    (Consultant Relationship Management)


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What Support Teams Do> Marketing

  • Publicity & Promotion

  • Internal Marketing – Selling SAP


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Build a Support Team

  • Consider your organization

  • Build the right team structure

  • Find the right people

  • Create the right work environment

  • Create the right relationships


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Build a Support Team>Consider your Organization

  • Single or multiple-campuses?

  • Administratively centralized?

  • One size does not fit all


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Build a Support Team> The Right Team Structure

  • Define the Business > IT Relationship

  • Define subject-oriented business positions

  • Obtain executive sponsorship, write it down and make it official

  • Make the team “entity-independent”


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Build a Support Team>Entity-Independent?

  • Yes, it’s political

  • An issue for multi-campus universities

  • Your implementation was “one for all”

  • Ongoing support works the same way

  • Look at the corporate “home office” model


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Build a Support Team>Find the Right People

  • Desired traits:

    • Knows SAP

    • Knows your institution

    • Knows your implementation

  • The perfect fit

    • Your implementation team member ?

  • View it as new position recruitment


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Find the Right People>“Can’t They Just do Two Jobs?”

  • The inevitable compromise for “We want our people back”

  • The “old job” still needs to be done

  • The “new system” still needs support

  • Somehow the “old job” got done

  • The rest of your people just got better


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Build a Support Team>The right work environment

  • System integration requires team integration

  • One team – one location

  • Keep the team visible

  • Become welcome and familiar faces in the business offices


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Build a Support Team>The Right Relationships

  • Team Manager <> Executive Admin

  • Team Manager <> IT Manager

  • Team Members <> Team Members

  • Team Members <> IT Staff

  • Team Members <> Business Offices

  • Change Management <> End Users


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The Nebraska Time Line

  • Late 1997 – Begin Implementation (3.1H)

  • July 1999 – Go Live (4.5B)

  • Late 1999 – Implementation team fades away

  • 2000 – the “Virtual Team” year

  • 2001 – Administrative Systems Group formed



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Closing Thoughts

  • Preserve your project momentum

  • Keep your key people

  • Find a way to do it

  • Some will question if you can afford it

  • Can you afford not to?


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Now YOU Talk . . .

  • Questions

  • Other school’s experience

    Loren Blinde

    University of Nebraska

    327 Nebraska Hall

    Lincoln, NE 68588-0521

    402-472-7023

    [email protected]


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