Beruflich Dokumente
Kultur Dokumente
Module:- 6
CONTENT
Project Preparation.
First Activity:-
The first major step of the project preparation phase is to design and initially staff an
SAP technical support organization (TSO), which is the organization that is charged
with addressing, designing, implementing and supporting the SAP solution. This can be
programmers, project management, database administrators, test teams, etc. At this
point, the focus should be at staffing the key positions of the TSO, e.g. the high-level
project team and SAP professionals like the senior database administrator and the
solution architect. Next to that, this is the time to make decisions about choosing for
internal staff members or external consultants.
Second Activity:-
This phase starts with performing a total cost of ownership analysis (TCO
analysis) to determine how to get the best business solution at the lowest costs.
This means to compare SAP solution stack options and alternatives and then
determine what costs each part of the stack will bring and when these costs
will be incurred. Parts of the stack are for example the hardware,
operating system and database, which form the acquisition costs. Next to that,
there should be taken a look at recurring costs like maintenance costs and
downtime costs. Instead of performing a complete TCO analysis for various
solution stack alternatives that would like to compare, it can be wise just to do
a so-called delta analysis, where only the differences between solutions
(stacks) are identified and analyzed. The image at the right depicts the essence
of a delta analysis.
Identify high availability and disaster recovery requirements:-
The next step is identifying the high availability requirements and the
more serious disaster recovery requirements. This is to plan what to
do with later downtime of the SAP system, caused by e.g. hardware
failures, application failures or power outages. It should be noted that
it is very important to calculate the cost of downtime, so that an
organization has a good idea of its actual availability requirements.
Feasibility Study
1. THE NEEDS ANALYSIS
2. THE OPTIONS ANALYSIS
3. FINANCIAL ASSESSMENT
4. ECONOMIC ASSESSMENT
5. DEMONSTRATE PROJECT VIABILITY
6. VERIFY INFORMATION AND SIGN-OFF
The Needs Analysis
In this stage the transaction advisor gathers all the available information on the
project, institutions’ present and future needs, and the resources on-hand for
project development/implementation, including budget. Existing and future
needs of the institution pertaining to the project and resources available for its
implementation are assessed and analyzed.
The Options analysis
The most standard business plan is a start-up plan, which defines the steps for a
new business. It covers standard topics including the company, product or service,
market, forecasts, strategy, implementation milestones, management team, and
financial analysis. The financial analysis includes projected sales, profit and loss,
balance sheet, cash flow, and probably a few other tables. The plan starts with an
executive summary and ends with appendices showing monthly projections for the
first year.
Internal plans are not intended for outside investors, banks, or other third parties. They might
not include detailed description of company or management team. They may or may not include
detailed financial projections that become forecasts and budgets. They may cover main points as
bullet points in slides (such as PowerPoint slides) rather than detailed texts.
An operations plan is normally an internal plan, and it might also be called an internal plan or
an annual plan. It would normally be more detailed on specific implementation milestones, dates,
deadlines, and responsibilities of teams and managers.
A strategic plan is usually also an internal plan, but it focuses more on high-level options and
setting main priorities than on the detailed dates and specific responsibilities. Like most internal
plans, it wouldn’t include descriptions of the company or the management team. It might also
leave out some of the detailed financial projections. It might be more bullet points and slides than
text.
A growth plan or expansion plan or new product plan will sometimes focus on a specific
area of business, or a subset of the business. These plans could be internal plans or not,
depending on whether or not they are being linked to loan applications or new investment.
For example, an expansion plan requiring new investment would include full company
descriptions and background on the management team, as much as a start-up plan for
investors. Loan applications will require this much detail as well. However, an internal plan,
used to set the steps for growth or expansion funded internally, might skip these descriptions.
It might not include detailed financial projections for the whole company, but it should at
least include detailed forecasts of sales and expenses for the new venture.
A feasibility plan is a very simple start-up plan that includes a summary, mission statement,
keys to success, basic market analysis, and preliminary analysis of costs, pricing, and
probable expenses. This kind of plan is good for deciding whether or not to proceed with a
plan, to tell if there is a business worth pursuing.