2004 Wellesley Information Services. All rights reserved.

Gary D. Elwick
Deloitte
12 Key Tests and Critical
Go-Live Checks Required
for an R/3 Upgrade
2
What Well Cover
The key stakeholders and how to ensure buy-in
What are your plans for business continuity?
Know what other IT or business initiatives are running
concurrently with the upgrade
Identify critical business processes
Identify critical ancillary systems
Characteristics of a good cutover plan
How many test cycles are required for success?
Integrate your test cycles into your cutover plan
What to watch for as you start up the new system
What key business metrics need to be monitored
Keys to an effective performance management plan
Is the new technology being leveraged effectively?
Wrap-up
3
What Well Cover
The key stakeholders and how to ensure buy-in
What are your plans for business continuity?
Know what other IT or business initiatives are running
concurrently with the upgrade
Identify critical business processes
Identify critical ancillary systems
Characteristics of a good cutover plan
How many test cycles are required for success?
Integrate your test cycles into your cutover plan
What to watch for as you start up the new system
What key business metrics need to be monitored
Keys to an effective performance management plan
Is the new technology being leveraged effectively?
Wrap-up
4
Who Are the Key Stakeholders?
Business senior leadership team
Managers responsible for key business processes
! Customer service
! Sales/marketing
! Manufacturing
! Company e-business owners
Integration partner leadership
Hosting partner leadership
Key IT leaders
! CIO
! Data center managers
! Technical architecture planning
! Disaster recovery planners
5
How To Ensure Buy-In
Business senior leadership team
!The upgrade should be treated like an implementation
!This is not an IT project, it is a business event
!Set up specific times during the project for formal briefings
!Ensure that there is a mechanism to escalate issues to the senior
leadership team when necessary
!Discuss needed system downtime and discuss remediation plans
Managers responsible for key business processes
!Involve them in downtime impact assessment
!Ensure that they have business continuity plans in place
!Establish ownership by assigning key business continuity tasks to
them
6
How To Ensure Buy-In (cont.)
Integration partner leadership
!Engage your system integrator early
!Ensure their leadership has a stake in the success of the project
!Know what tools and methods they bring to the table
Hosting partner
!Ensure that they know the importance of the project
!Identify service levels required for the various phases of the
project
!Focus on cutover weekend support
!Engage them early and often in the planning
7
How To Ensure Buy-In (cont.)
Key IT leaders
! CIO
!Identify key personnel required for the project
!Ensure that they are backfilled and dedicated to the project
!Involve them early and often in the planning process
!Drive mitigation plans for competing projects
!Communicate plans and risks to senior leadership
! Data center managers
!Coordinate hardware upgrade plans
!Identify data center impacts
8
How To Ensure Buy-In (cont.)
Key IT leaders (cont.)
! Technical architecture planners
!Identify network bandwidth upgrades
!Database/OS upgrades
!Ancillary system upgrades
! Disaster recovery planners
!Are critical backups taken off-site during the
upgrade?
!Ensure the back-out process is in place and has
been tested
9
General Guidelines
Set up specific times during the project for formal briefings
Discuss required system downtime
Identify steps that are being taken to minimize downtime
Review business continuity plans
Involve the senior leadership in key-go/no-go checkpoints
Create a strong issue management process during
integration tests
Brief the stakeholders on the progress of managing the
issues between integration test cycles
10
What Well Cover
The key stakeholders and how to ensure buy-in
What are your plans for business continuity?
Know what other IT or business initiatives are running
concurrently with the upgrade
Identify critical business processes
Identify critical ancillary systems
Characteristics of a good cutover plan
How many test cycles are required for success?
Integrate your test cycles into your cutover plan
What to watch for as you start up the new system
What key business metrics need to be monitored
Keys to an effective performance management plan
Is the new technology being leveraged effectively?
Wrap-up
11
Assess Downtime Requirement
Identify the maximum downtime required early in the
integration testing
! During each upgrade cycle, determine which steps have the
longest duration
! What is driving the duration?
! Fix it, if possible
Validate this number against the ability of the business
to absorb the downtime
! What are the customer order cycles?
! What are the contractual commitments for shipping orders?
! Is product manufacturing dependent on SAP to continue to
work? If so, what steps are being taken to mitigate this issue?
! During each upgrade cycle, determine which steps have the
longest duration
12
Critical Business Processes
Brief the business and plan alternative processes for
critical business processes (customer orders, etc.)
! Manual process for critical customer orders
! Timing for entering manual orders during Business Ramp-Up
Phase
! Manual process for customer shipments during downtime
window
! Are there any system constraints to store and forward
applications?
!Shop floor
!Internet sales
13
Communicate Early and Often
Business customers
! Work with corporate communications
! Set realistic expectations, then meet them
! Post message on Internet sales site
Internal business customers
! Post message on company intranet
! Email key business leaders and managers
! Place articles in company newsletters
Suppliers
! Alternative processes for go-live weekend
General
! Create upgrade hotline for customers to call for upgrade
status
! Have clear, scripted message in order to deliver a consistent
message
14
Alternative Business Processes
Alert customers to alternative business processes
Alert suppliers to alternative business processes
Tell them how they can be assured that they will receive
their products as expected
Dedicated phone support
! Ensure that they know which processes will be available and
which will not
!Internet sales will be available
!Orders will be delayed until Monday 6:00AM
!Critical orders should be phoned in to xxx-xxx-xxxx
15
Sample Customer Letter
Identifies last day
of normal
operations.
Tell them whats new.
Identify what they need to
do during this period.
Identify outage time frame
and reiterate alternative
processes.
Tell them how you plan to
ramp business back up
on Day 1 of go-live.
When will things be back
to normal?
Thank them for their
assistance.
16
Sample Letter to Suppliers
When will things be back
to normal?
Set realistic expectations
about data availability.
Request their
cooperation.
Set expectations about
data timeliness in the
supplier portal if one
exists.
17
What Well Cover
The key stakeholders and how to ensure buy-in
What are your plans for business continuity?
Know what other IT or business initiatives are running
concurrently with the upgrade
Identify critical business processes
Identify critical ancillary systems
Characteristics of a good cutover plan
How many test cycles are required for success?
Integrate your test cycles into your cutover plan
What to watch for as you start up the new system
What key business metrics need to be monitored
Keys to an effective performance management plan
Is the new technology being leveraged effectively?
Wrap-up
18
Business and IT Initiatives
Identify all IT or business initiatives that will be going live
at, or close to, the upgrade go-live
! Are they dependent on the upgrade?
! Is the upgrade dependent on them?
!Is the help desk being upgraded at the same time as SAP?
!Is there a plan to move the data center?
Information resources
! IT change board
!Key system go-live dates
!Data center move activities
!Network upgrades
! CIO
!Key business activities
!Key customer initiatives planned at or around go-live
19
Key Resources and Concurrent Development
Resources
! Ensure that key/critical resources are not required for multiple
initiatives
Ensure that any key systems are included in the integration
test cycles
! New functionality added to customer/supplier portal
Negotiate drop-dead deadlines and mitigation plans for
any dependent systems
Ensure that they are committed to the same go-live schedule
Check with facilities
! Scheduled outages for power, phone, etc., that will affect go-live
20
What Well Cover
The key stakeholders and how to ensure buy-in
What are your plans for business continuity?
Know what other IT or business initiatives are running
concurrently with the upgrade
Identify critical business processes
Identify critical ancillary systems
Characteristics of a good cutover plan
How many test cycles are required for success?
Integrate your test cycles into your cutover plan
What to watch for as you start up the new system
What key business metrics need to be monitored
Keys to an effective performance management plan
Is the new technology being leveraged effectively?
Wrap-up
21
Identify Key Business Processes
What key business processes must work to support the
business?
Identify complete end-to-end testing for these critical
systems
Pay particular attention to identifying the root cause of
any problems for these processes during integration
testing
Have someone responsible to follow up on each error
and ensure that it has been addressed before the next
integration test cycle
22
What Well Cover
The key stakeholders and how to ensure buy-in
What are your plans for business continuity?
Know what other IT or business initiatives are running
concurrently with the upgrade
Identify critical business processes
Identify critical ancillary systems
Characteristics of a good cutover plan
How many test cycles are required for success?
Integrate your test cycles into your cutover plan
What to watch for as you start up the new system
What key business metrics need to be monitored
Keys to an effective performance management plan
Is the new technology being leveraged effectively?
Wrap-up
23
Identify Ancillary Systems
What ancillary systems support the critical business
processes?
Assign an owner for each critical ancillary system
! Ownership must be from the business
! Supported by the integration partner
Assess early in the project whether they also need to
upgrade to be compatible with the new release
Ensure that they are included in all integration testing
Practice, practice, practice!
24
What Well Cover
The key stakeholders and how to ensure buy-in
What are your plans for business continuity?
Know what other IT or business initiatives are running
concurrently with the upgrade
Identify critical business processes
Identify critical ancillary systems
Characteristics of a good cutover plan
How many test cycles are required for success?
Integrate your test cycles into your cutover plan
What to watch for as you start up the new system
What key business metrics need to be monitored
Keys to an effective performance management plan
Is the new technology being leveraged effectively?
Wrap-up
25
Key Components of a Good Customer
Characteristics of a good cutover plan:
! Contains well-defined go/no-go decision points, owners, and criteria
! No ambiguity as to who is in charge of the cutover
! Has been tested to ensure that the downtime expectations for the business
are met
! Includes business ramp-down procedures and timings
!Business continuity
!Ancillary system shutdown
!SAP shutdown
!Upgrade
!SAP startup
!Ancillary system startup
!Business startup
Well-defined criteria for success
26
Cutover Kickoff Meeting
Who should attend
! All process owners (business and technical)
! Project managers
! Hosting partner
! Team leads
! Senior leadership
Agenda
! Remind everyone of command center procedures
! Everyone must follow the scripts from the final tested build
!No time for experimenting (even if you think it will save
time)
! Review the major go/no-go milestones in the plan
! Discuss task start and reporting procedures
! Ensure that there are printed as well as electronic copies of
detailed cookbooks from final build
27
Command Center
Is controlled by a central cutover team (command center)
! All tasks are started by the manager on duty (MOD)
! All task updates are reported to the MOD
! All status updates come from the MOD
Contains specific communication procedures
! Specific, well-known status update schedule
! Scripted, consistent status messages
28
Command Center (cont.)
Contains well-defined procedures:
! Tasks for MOD
! Production process
! MOD duty roster
! Command center logistics
! Command center SAP Mailbox
! Recording of voice messages
! Status hotline update script
29
Sample Tasks for the Manager on Duty
To-do list
! Get into the command center room on time
! Agree with the cutover coordinator on coverage for the shift
! Review action items, shift change documentation, and issues
! Review current status of the cutover execution plan
!Look for untapped tasks where dependency is completed
!Follow up on tasks tapped but with no actual start date
!Follow up on tasks tapped with actual start dates but no
completed date (especially for short tasks)
30
Sample Tasks for the Manager on Duty (cont.)
To-do list (cont.)
! Ensure all your assigned cutover areas are up to date
! Check status hotline voicemail box for updates
! Check SAP command center email messages
! Start tapping based on cutover plan
! Update the cutover plan where applicable
! Record status update message for hotline
! Record action items and/or issues for the next MOD
! Hand-off to the next MOD
31
Sample Command Center Production Process
Please make sure to send all messages regarding the
Production Build with a subject line starting with:
C3-D82....
Send all messages from the command center mailbox
Always refer to the task numbers in the plan when
directing the task owner
Always end each message regarding the production
build with "Send all updates and communications to the
CommandCenter SAP mailbox"
Keep the execution plan on the network up-to-date
with % completes
Do not delete any messages from the command center
mailbox pertaining to the production build
32
Sample Command Center Roster
Pre-Cutover Week
Cutover Weekend
James Taylor Jane Doe 10:00PM Jul2(Sun)-6:00AM Jul3(Mon)
Dave Roberts Mark Jones
Christa Smith Sharon Ames 12:00PM Jul2(Sun)-10:00PM Jul2(Sun)
Christa Smith Sharon Ames ..
James Taylor Jane Doe 4:00PM Jul1(Sat)-2:00AM Jul 2(Sun)
Dave Roberts Mark Jones 2:00AM Jul2(Sun)-12:00PM Jul 2(Sun)
Dave Roberts Mark Jones 10:00PM Jun30(Fri)-6:00AM Jul 1(Sat)
Christa Smith Sharon Ames 6:00AM Jul1(Sat)-4:00PM Jul 1(Sat)
James Taylor Mark Jones Jun 29 (Thu)
James Taylor Jane Doe Jun 30 (Fri) Noon-10:00PM
James Taylor Mark Jones Jun 28 (Wed)
Dave Roberts Jane Doe Jun 27 (Tue)
Jane Doe Jack Smith Jun 26 (Mon)
Jack Smith Jun 25 (Sun)
Jack Smith Jun 24 (Sat)
Dave Roberts Jane Doe Jun 23 (Fri)
Coordinator MOD
Date (Day)
33
Sample Command Center Logistics
Make command center contact info available to all team members
Central command center location
Multiple forms of communication
Have time-critical tasks performed in the command center
(660) 345-9876 Pager
(877) 123-4567
Code: 123456
Conference Bridge #
6/26 6/30 (as needed)
6/30 7/2 (24x3)
Dates
(Hours of Operation)
SAP_Command_Center@ companya.com
CommandCenter SAP
General Mailbox
(660) 345-1234 Status Hotline
Room 164
ext 5571
Location /
Tel #
Production Cutover
34
Sample Command Center Mailbox Procedures
Restrict access to command center email address to
command center personnel
! List from earlier page
To remotely access the command center mailbox:
! Logon to http://webmail.companya.com
The command center mailbox is loaded on three rental
PCs, and CommandCenter Sametime can be used from
those
Command center mailbox can be added to your own PC
and you can run both command center mailbox and your
own personal mailbox concurrently. You cannot access
the Command Center Sametime from your own laptop
35
Sample Command Center Hotline Script
Hello, Youve reached the SAP Command Center status
hotline.
! Today is ________, and it is ______ am/pm
! We are currently on task ID number _____
! We are currently on schedule/behind schedule
!If behind schedule, quickly outline the issue holding us up
and approximately how many hours behind
! We are expecting to start _________ (major activity) by _____
! If you have any questions or you have an update to the plan,
please send an email to the SAP Command Center or call
pager at (123) 456-7890
! Our next update will be at ______ (add two hours)
36
Sample Upgrade Cutover Plan Milestones
Begin command
center monitoring
during the UPTIME
phase
Engage hosting
partner early and
ensure they
understand the plan
Monitor business
shutdown to ensure
customer
commitments are met
Have well-defined and
agreed exit criteria
37
Status Conference Calls
Go/no-go decisions
! Who should attend
!Key senior leadership team members
!Project/program managers
!MOD
!Key team leads
! Agenda
!Concise status
!Any issues that the team is facing
!Predetermined go/no-go criteria
38
Status Conference Calls (cont.)
Normal status
! Who should attend
!Command center personnel
!Affected team leads
!Key technical team personnel
! Agenda
!Current status against the plan (ahead/behind)
!Recovery plan
!Review upcoming steps in the upgrade
!Schedule next update
39
Status Conference Calls (cont.)
Follow the sun (global implementation)
! Who should attend
!Command center personnel
!Affected team leads
!Key technical team personnel
!Key business and technical personnel from other affected
countries
! Agenda
!Current status against the plan (ahead/behind)
!Recovery plan
!Review upcoming steps in the upgrade
!Schedule next update
!Any special issues affecting remote sites
40
What Well Cover
The key stakeholders and how to ensure buy-in
What are your plans for business continuity?
Know what other IT or business initiatives are running
concurrently with the upgrade
Identify critical business processes
Identify critical ancillary systems
Characteristics of a good cutover plan
How many test cycles are required for success?
Integrate your test cycles into your cutover plan
What to watch for as you start up the new system
What key business metrics need to be monitored
Keys to an effective performance management plan
Is the new technology being leveraged effectively?
Wrap-up
41
Factors Influencing the Number of Integration Test Cycles
Starting-point to end-point
! 4.6 to 4.7 minimal change
! 3.1I to 4.7
!Dramatic functionality
changes
!Security model changes
!Requires extensive testing
because old core mods are
now covered by core
functionality
LEVEL OF COMPLEXITY
LEVEL OF COMPLEXITY
LOW
MEDIUM
HIGH
Upgrade Estimates (Months)
Medium complexity (~4+ months)
Low complexity (~2.5+ months)
High complexity (~7+ months)
" Breadth of functionality implemented
" Number of SAP modifications
" Number of custom programs
" Number of interfaces
" Number of bolt-ons
" Geographic scope
" Number of users
" Breadth of functionality implemented
" Number of SAP modifications
" Number of custom programs
" Number of interfaces
" Number of bolt-ons
" Geographic scope
" Number of users
F
A
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S
F
A
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R
S
42
Types of Integration Test Cycles
Core functionality test
! Unit test each area separately
!Sales/marketing
!Finance
!Etc.
! Rigorously test areas where user modifications have been
replaced by core functionality
Core integration test
! Test business processes that cross functional boundaries
! Determine if new SAP functionality changes a core business
process
!What is the business impact?
!What effect does it have on training?
43
Types of Integration Test Cycles (cont.)
End-to-end business process test
! Include all system interfaces
!Ancillary systems
!Bolt-ons
!Other SAP systems
! Test for data mapping issues
! Rigorously test core business processes
Cutover test (this is the dress rehearsal)
! Assess upgrade timings
! Make final changes to the detailed cookbooks
! Evaluate task handoffs
! Test command center procedures
44
How Many Test Cycles Are Required for Success?
High complexity
! Criteria
!Major jump in releases
!Major interface upgrades required
!Additional functionality added as part of the upgrade
! Three integration test cycles
!Core functionality
!Core integration
!End-to-end business process
! One to three cutover tests
!This process must be well tested
!Do it until you get it right! Your success depends on it
45
How Many Test Cycles Are Required for Success? (cont.)
Medium complexity
! Criteria
!No major jump in releases
!Additional functionality added as part of the upgrade
! At least two integration test cycles
!Core integration
!End-to-end business process
! One to three cutover tests
!This process must be well tested
!Do it until you get it right! Your success depends on it
46
How Many Test Cycles Are Required for Success? (cont.)
Low complexity
! Criteria
!No major jump in releases (technical upgrade only)
! At least two integration test cycles
!Core integration
!End-to-end business process
! One to three cutover tests
!This process must be well tested
!Do it until you get it right! Your success depends on it
47
What Happens When You Shortchange the Process
All critical business processes must have zero defects
from the last integration test
Words to fear!
! Weve tested enough, we can fix whats left in production
Ramifications of inadequate testing
! Unforeseen performance issues
! Critical business processes break
!Missed customer orders
!Missed shipments
! Unhappy customers
! Confused end users (training does not match system)
! Suppliers unable to get requirements
48
What Well Cover
The key stakeholders and how to ensure buy-in
What are your plans for business continuity?
Know what other IT or business initiatives are running
concurrently with the upgrade
Identify critical business processes
Identify critical ancillary systems
Characteristics of a good cutover plan
How many test cycles are required for success?
Integrate your test cycles into your cutover plan
What to watch for as you start up the new system
What key business metrics need to be monitored
Keys to an effective performance management plan
Is the new technology being leveraged effectively?
Wrap-up
49
Integrating Your Test Cycles Into Your Cutover Plan
Build your cutover plan from your test cycles
Build comprehensive cookbook procedures for all facets
of the cutover
! Basis upgrade procedures
! Ancillary system shutdown/startup
! Business process validation
! Transport validation checklists
Conduct comprehensive end-to-end cutover testing
! Do it until you get it right!
! Switch personnel to different tasks for better coverage and
process review
50
What Well Cover
The key stakeholders and how to ensure buy-in
What are your plans for business continuity?
Know what other IT or business initiatives are running
concurrently with the upgrade
Identify critical business processes
Identify critical ancillary systems
Characteristics of a good cutover plan
How many test cycles are required for success?
Integrate your test cycles into your cutover plan
What to watch for as you start up the new system
What key business metrics need to be monitored
Keys to an effective performance management plan
Is the new technology being leveraged effectively?
Wrap-up
51
Five Key Validation Tasks for Go-Live
Transport validation
! Have a copy of the transport logs from the final cutover test
! Match it against the final transport logs for production
! Circulate logs among the technical/functional teams and have
each team validate the success
Know your key business metrics and have a plan for
measuring them
Create a system performance baseline
Have a solid system for managing help desk tickets
Monitor whether issues are properly categorized and
managed (command center)
52
Transport Validation
Create transport validation list from final cutover test
Once transports have been loaded into the system, create
two new validation lists (by user, by transport sequence)
Spread out the validation effort among all team members
53
What Well Cover
The key stakeholders and how to ensure buy-in
What are your plans for business continuity?
Know what other IT or business initiatives are running
concurrently with the upgrade
Identify critical business processes
Identify critical ancillary systems
Characteristics of a good cutover plan
How many test cycles are required for success?
Integrate your test cycles into your cutover plan
What to watch for as you start up the new system
What key business metrics need to be monitored
Keys to an effective performance management plan
Is the new technology being leveraged effectively?
Wrap-up
54
What Key Business Metrics Need to Be Monitored
Identify key metrics that support the key business
processes
! # of customer orders received
! # of shipments
! Receivables processed
! Payables processed
! Web orders received (if using Internet Sales)
! Incoming rate of help desk tickets
! Help desk resolution rate
55
What Well Cover
The key stakeholders and how to ensure buy-in
What are your plans for business continuity?
Know what other IT or business initiatives are running
concurrently with the upgrade
Identify critical business processes
Identify critical ancillary systems
Characteristics of a good cutover plan
How many test cycles are required for success?
Integrate your test cycles into your cutover plan
What to watch for as you start up the new system
What key business metrics need to be monitored
Keys to an effective performance management plan
Is the new technology being leveraged effectively?
Wrap-up
56
Keys to an Effective Performance Management Plan
Identify top 20 to 30 critical business transactions
! Create a baseline for each from the old system
! Identify, during integration/stress testing, whether they have
been affected by the upgrade
! Record the expected delta
Establish overall performance baseline
! Capture and chart ST03 data from the old system
! Chart the new system using ST03, beginning day 1 of the
go-live
! Compare the results to identify potential bottlenecks
57
Top 10 Worst-Performing Transactions
Identify the top 10 worst-performing transactions
! Focus on interactive transactions
! Only use the old system to create a watch list
! Spend your time on the upgraded system
! The top 10 in the old system are not likely to be the same top
10 in the upgraded system
Use ST03 to identify targets for tuning
58
System Performance Metrics
Know the performance
baseline prior to the upgrade
Minimum requirement
! Do no harm
! Key transactions meet
response time requirements
for the business
Identify potential bottlenecks
and identify remediation plans
Avg Resp Compared to Dialog Steps
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d
s
0
200000
400000
600000
800000
1000000
1200000
1400000
#

D
i
a
l
o
g

S
t
e
p
s
Av.resp. t ime (ms)
Dialog St eps
Log. ( Dialog St eps)
Log. (Av.resp. t ime (ms))
Components of Response Time
0
500
1000
1500
2000
2500
3000
3500
4000
4500
T
u
0
3
/3
0
/2
0
0
4
M
o
0
4
/0
5
/2
0
0
4
F
r
0
4
/0
9
/2
0
0
4
T
h
0
4
/1
5
/2
0
0
4
W
e
0
4
/2
1
/2
0
0
4
T
u
0
4
/2
7
/2
0
0
4
M
o
0
5
/0
3
/2
0
0
4
F
r
0
5
/0
7
/2
0
0
4
T
h
0
5
/1
3
/2
0
0
4
W
e
0
5
/1
9
/2
0
0
4
T
u
0
5
/2
5
/2
0
0
4
M
o
0
5
/3
1
/2
0
0
4
F
r
0
6
/0
4
/2
0
0
4
T
h
0
6
/1
0
/2
0
0
4
W
e
0
6
/1
6
/2
0
0
4
T
u
0
6
/2
2
/2
0
0
4
M
o
0
6
/2
8
/2
0
0
4
F
r
0
7
/0
2
/2
0
0
4
T
h
0
7
/0
8
/2
0
0
4
W
e
0
7
/1
4
/2
0
0
4
T
u
0
7
/2
0
/2
0
0
4
M
o
0
7
/2
6
/2
0
0
4
M
o
0
8
/0
2
/2
0
0
4
F
r
0
8
/0
6
/2
0
0
4
T
h
0
8
/1
2
/2
0
0
4
M
i
l
l
i
s
e
c
o
n
d
s
Av.DB rq time(ms)
Avg load time(ms)
Avg w ait time (ms)
Avg CPU time (ms)
Av. Phys DB calls
0
50
100
150
200
250
300
350
T
u
0
3
/3
0
/
2
0
0
4
F
r 0
4
/0
2
/2
0
0
4
W
e
0
4
/0
7
/2
0
0
4
M
o
0
4
/1
2
/2
0
0
4
T
h
0
4
/1
5
/
2
0
0
4
T
u
0
4
/2
0
/
2
0
0
4
F
r 0
4
/2
3
/2
0
0
4
W
e
0
4
/2
8
/2
0
0
4
M
o
0
5
/0
3
/2
0
0
4
T
h
0
5
/0
6
/
2
0
0
4
T
u
0
5
/1
1
/
2
0
0
4
F
r 0
5
/1
4
/2
0
0
4
W
e
0
5
/1
9
/2
0
0
4
M
o
0
5
/2
4
/2
0
0
4
T
h
0
5
/2
7
/
2
0
0
4
T
u
0
6
/0
1
/
2
0
0
4
F
r 0
6
/0
4
/2
0
0
4
W
e
0
6
/0
9
/2
0
0
4
M
o
0
6
/1
4
/2
0
0
4
T
h
0
6
/1
7
/
2
0
0
4
T
u
0
6
/2
2
/
2
0
0
4
F
r 0
6
/2
5
/2
0
0
4
W
e
0
6
/3
0
/2
0
0
4
M
o
0
7
/0
5
/2
0
0
4
T
h
0
7
/0
8
/
2
0
0
4
T
u
0
7
/1
3
/
2
0
0
4
F
r 0
7
/1
6
/2
0
0
4
W
e
0
7
/2
1
/2
0
0
4
M
o
0
7
/2
6
/2
0
0
4
T
h
0
7
/2
9
/
2
0
0
4
W
e
0
8
/0
4
/2
0
0
4
M
o
0
8
/0
9
/2
0
0
4
T
h
0
8
/1
2
/
2
0
0
4
Av. Phys DB calls
59
What Well Cover
The key stakeholders and how to ensure buy-in
What are your plans for business continuity?
Know what other IT or business initiatives are running
concurrently with the upgrade
Identify critical business processes
Identify critical ancillary systems
Characteristics of a good cutover plan
How many test cycles are required for success?
Integrate your test cycles into your cutover plan
What to watch for as you start up the new system
What key business metrics need to be monitored
Keys to an effective performance management plan
Is the new technology being leveraged effectively?
Wrap-up
60
Is the New Technology Being Leveraged Effectively?
Always critical, but even more critical when coming from
a really back-level system (e.g., 3.1I)
What to look for:
! Memory management in the DB server
!Leverage the additional memory available with 64-bit DB
!Reduce physical reads to the DB
! Memory management in the application servers
!Use SAPPFPAR to take maximum advantage of available
memory (64-bit kernel)
! Enhanced DB capabilities
!Dynamic SGA (Oracle)
!Cost-based optimizer (Oracle)
!Split-Mirror backups to reduce the impact of backups
61
What Well Cover
The key stakeholders and how to ensure buy-in
What are your plans for business continuity?
Know what other IT or business initiatives are running
concurrently with the upgrade
Identify critical business processes
Identify critical ancillary systems
Characteristics of a good cutover plan
How many test cycles are required for success?
Integrate your test cycles into your cutover plan
What to watch for as you start up the new system
What key business metrics need to be monitored
Keys to an effective performance management plan
Is the new technology being leveraged effectively?
Wrap-up
62
Resources
SAP
! http://service.sap.com/upgrades
! http://service.sap.com/roadmaps
! http://service.sap.com/solutionmanager
! SAP Master Guides
Deloitte
! www.deloitte.com/us
63
7 Key Points to Take Home
The upgrade is not just an IT project. Identify key stakeholders
and involve them early and often
You cannot communicate too much! Communicate often,
using various methods of communication, including special
communications to customers and suppliers to ensure that
they are aware of alternative business procedures
Identify and commit key personnel. Ensure that they are
backfilled and are dedicated to the upgrade
Set up and manage the cutover from a central command
center
64
7 Key Points to Take Home (cont.)
Maintain command center for several days past go-live.
Monitor and track issue resolution. Use a follow-the-sun
approach for global implementations
Identify and monitor key business processes. Measure them
to ensure that they are healthy after go-live
Create a performance baseline and monitor it after go-live.
Monitor key transactions that support core business
processes
65
Your Turn!
Questions?
How to contact me:
gelwick@deloitte.com