Typical example of SAP change management..

Dear All,
I am not sure whether I should be putting this question here or not....
But if I may ............Is there anybody who can provide me with typical example of SAP change management in manufacturing industry OR in any other scenerio.
Thanks in advance.

Thanks Jacqueline,
These are excellent examples.......
I guess batch processing is most commonly used in pharmacuetical industry. Let me know if you can elaborate more on delivery creation scenerio I.E what you have mentioned earlier.
Unfortunately I have not worked in batch processing.
If you remember anything in terms of any other change management example please do add on this.
Thanks again,
I am forwarding points to you for helping me.

Similar Messages

Typical example of SAP change management in SD scenerio....

Dear All,
Is there anybody who can provide me with typical example of SAP Change Management scenerio in manufacturing industry OR in consumer industry.
I am looking for some example that has improved a business process tremendiously OR made the business process simpler to use. At the end stakeholder got benefited with that change.
Thanks you all in advance.

Dear All,
I am putting my query once again....to see if I can get some expert help.
I would like to know any particular example of any manufacturing OR consumer goods industry where SAP software itself had made a great changes in change management prospective( ex -any business process change which had to make to make present process more smoother or cost effective).
Hope to hear from some of few.
Thanks in advance,
Cheers!

Error in solution manager; no active task list exists in sap change manager

Hi,
i have created a correction in Solution manager but when i want to set it in status in development i receive the message below
No active task list exists in SAP Change Manager
could you please help me?
thanks
C.

cmarrone wrote:Hi,
This says taht your ChaRM configuration is not complete. You need to rectify these errors to work in ChaRM.
>
> listed below the detail of the errors:
> Error in background job for program RSGET_SMSY error message No active job found
1. Please activate the Landscape fetch job for RSGET_SMSY from SPROSolution ManagerBasic Settings-- Schedule Bgd jobs.
> No RFC connection for system CIA client '000'
Please maintain a connection from solution manager to the transport domain system . I belive this is CIA.
> No CTS projects found for project ARC_AM_001
Recheck the transport configurations.
Rajeev

SAP - Organisational Change Management History

Having been involved in many SAP Projects as a change management specialist, I have often wondered how either the consulting house I am contracting to, or the client get their ideas about change management in SAP projects.
Some believe it lies in the domain of industrial psychologists who want to help people 'embrace change'. Others believe that it is mainly about communications.
I would love to hear different viewpoints about how SAP Change Management developed over the years and why people have gotten so confused about the role change management plays in SAP projects.
For me SAP ASAP details the Change Management deliverables, however very few people actually know how to execute these plans or what they are supposed to achieve.
I think the problem with how people view change management, is that it is a soft subject and is therefore highly flexible and can be done by anyone.
I listed the Change Management deliverables in my blog /people/swen.conrad/blog/2006/06/01/business-analyst-133-aris-for-netweaver-133-business-process-expert-133 .
Why is it that people do not adhere or use these deliverables?
With Kindest Regards
Paul Wilson

Hi Paul
Brilliant topic and one that in my experience is still not understood completely by clients and SI companies alike. My fundamental belief is that until an ERP implementation is viewed as a business transformation initiative, then change management is always going to be a 'nice to have' work-stream heavily focused on project communication and training. This is only the 'tip of the iceberg' in change terms and often projects start stalling or experiencing difficulties across the stakeholder landscape as other key areas of change management have been completely neglected. My experience in developing and executing the CM work-stream for an ERP project is outlined below:
1. Defining the scope of the ERP change programme and clearly articulating why the ERP implementation is taking place.
2. Starting Business Engagement and Business Readiness activities at the beginning of the ERP implementation is a key success factor. In many instances I have seen this activity either done poorly or not done at all until later on the project, creating a completely dis-engaged Key User community.
3. Developing a detailed definition of the changes that the new ERP system will introduce into the organisation and conducting a high level Change Impact Analysis to determine the degree of change coming in respect to people, processes, technology and infrastructure.
4. Designing and building the ERP solution so that it can deliver the strategic goals of the organisation. At this stage it is vital to involve the business in designing a 'fit for purpose' ERP solution.
5. Vitally important is getting the business to work with the ERP core project team to prepare adequately for go live. Making sure that all activities for cutover are completed in a timely manner, the business is engaged and the end users are aware of post go live support arrangements is a key role of the change management function.
6. CM is then fully involved in supporting post go live activities. Working closely with the business to identify business as usual owners is an important activity for the CM team. Measuring the system performance and ensuring business benefits are being realised is an ongoing task of the CM function until handover to the BAU teams.
7. Documenting the lessons learnt and manage the transition from the Programme to business as usual is the concluding stage for CM activities.
These CM themes are fundamental in making the ERP change programme a true success but can only happen if there is total commitment from top leadership to run the initiative as a proper business transformation effort..

What is change management?

Hi,
What is change management?
Regards
Raje

Hi,
Change management is a structured and strategic approach to initiate and manage the change process in the organization structure and culture as well as the individuals/teams behaviour and atitude towards the change transition in the field of the business processes, technology implementation or any other policies of an enterprise.
The change management process involves the task of managing change using a ethical and professional approach with an appropriate knowledge and common sense with a control mechanism and layout of a well planned organizational communication system. On the Management part , It is imperative to estimate what impact a change will likely have on the employee behaviour patterns/motivation, work processes, technological requirements and finances. Management strategizes the change process by assessing the reactions of the human resource to seek their co-operation and accesses the financial as well as technology resources so as to make appropriate arrangements such that the change process is implemented as per the vision of the enterprise and can be appropriately monitored for effectiveness and adjusted, if and where necessary.
There are several change management models that the enterprises follow while undertaking the Change Management process depending upon the ground realities and the organizational culture of the enterprise seeking the change process. One of such models popularly known as ADKAR Model describes five factors for the change to be realized successfully on an individual level that are as follows :
Creating Awareness why the change is needed
Inculcating Desire to co-operate and participate in the change process
Providing and collating Knowledge to guide the change process
Developing Ability and appropriate skills to drive the change process
Formulating Reinforcement strategy and plans to sustain the change process
The ADKAR model for the Individual Change management was developed by ProSci with the co-operation from many world wide organizations.
Change Management refers to the process of continuous improvement,where Organizational Development is totally based on Individual development. Being aware of the present situations and continuosly reviewing them for the betterment of people(which includes Employees, employers, clients, customer and also their families)
However to start this process and to make it a part of our lives is the challenge. This is what takes most time, since people involved in this have busy schedules - be it home or office and to take time off for 'CHANGING" is not considered worthwhile.
Some people would like to believe that they are already in that state and hence would want to review it at all. For them to understand that "Always reviewing the present and analysing its effects on the future" is what continuous improvement is all about.
To initiate the process of CHANGE , one needs to be structured and patient. Expecting miracles overnite is a myth. Its a gradual process. The point most important is that "Business Goals" and "individual Goals" need to kept in focus all the time. No way can performance be discounted.
[SAP Change Management|http://www.sap.com/services/education/consultingservices/changemanagement.epx]

SAP ChaRMs vs HP PPM change management

Hi Guru's,
I would like to know the comparision between SAP Change request management and HP PPM Change management.
Request you to please provide information on the above.
Regards,
Vinod

Hi Sanjana,
There are 3 different options fro Test Management using Solution Manager. HP QC is used in the Test Management Option 2. You can also avoid HPQC if you go for Test Option 1 (CBTA, ECATT, QTP..). The third option is to use IBM Rational tools for testing. All the info you are looking for is given in this wiki http://wiki.scn.sap.com/wiki/display/SM/SAP+Solution+Manager+WIKI+-+Test+Management
Regards,
Vivek

BO Data Services Change Management with SAP Charm Functionality

HI Gurus,
We have been tasked with automating the Change Management activity for Business objects data Services. The same is currently performed as a manual task which could be prone to errors. We have researched all over the place and we have not been able to find any documentation on in order to carry out this activty through Solution Manager ChaRm functionality.
So, Can SAP Solution manager perform the LCM (Life Cycle management) for Business objects Data Services via means of it CHaRm functionality?
Right now we know that the components for BO are present on Solution manager within the SMSY transaction. We have also been able to create the complete landscape within the same and create a project template for it.
Now the challenge is how do we configure ChaRm in order to move the DI code from one repository to the next?
here are the requirements we are trying to implement:
1. Create a full landscape for Business Objects Data Services within SMSY in Solution manager
2. Create Project template for Business objects Data Services
3. Create RFC connections to Database and BODS Client Servers
4. Configure Charm in order to automate Change Management for Data Service
Please advice.
Thanks,
Nat Hernandez
SAP BO/BW Technical Architect

Hi Natanael
I am also looking for the same
Would you please let me know how did you implement this

Configuring change pointer in SAP DEPOSIT MANAGEMENT system

Hi,
I am working on SAP Deposit Management system, which is very much similar to a normal R/3 system.
I need to create a change pointer everytime a business partner is created or changed. Can you please guide me through the steps especially
1. what would be the message type i need to configure and activate in BD50
2. What is the object name and Table name that i should select in BD52
And also if there is anything else I need to be doing?
Cheers,
Babs. 

Hi Babs
Here are my suggesstions.
1. There are different message types available for business partner, seems it depends on what data you want make synchronous. Try with BUS1006, search for BUPA* for message types.
2. Here you can try for the above message type with object type BUPA_BUP and table as BUT000
Cheers
Manohar

SAP PLM change management

Hello All,
Have two questions to understand latest trends in PLM.
1. What is the recommended tool we need to use for Engineering change management
as per latest trends in PLM. Is ECR/ECO CC31/CC32 still considered
part of best practice or has been Obsoleted ??
2. For Cad Integration, is CDESK obsolete. Has Engineering
Desktop overtaken CDESK. I used to work with CDESK in the past.
Thanks,
Sachin

Hi Sachin
Please find the replies for the query you have asked.
1. What is the recommended tool we need to use for Engineering change management
as per latest trends in PLM. Is ECR/ECO CC31/CC32 still considered
part of best practice or has been Obsoleted ??
It is still used in industries. But with PLM 7.02 you have more robust mechanism of Engineering
Records which has better capablities than ECR/ECO.
2. For Cad Integration, is CDESK obsolete. Has Engineering
Desktop overtaken CDESK. I used to work with CDESK in the past.
SAP Engineering Center Control is used .
Thanks & Regards
Satish

SAP certifications for E2E RCA, change management

Hi,
I wanted to find out if the skill sets required for implementing E2E RCA and Change management really require training and certification. I am being asked to do it.
Is this a hot skill set to acquire, are many people implementing RUN SAP for Support.

Hi, yes, its going to be a hot skill considering the facts about the Run SAP and the tool being under the methodology is the Solution manager. It provides functionality and support operation tools that will assist in operations of large sap solutions quickly and efficiently.
http://download.sap.com/services/bysubject/support/brochures/download.epd?context=A868467FD491523D39B275AEAFD72EAED1F5B2A981D54AD33AF85A62DF0CCB8D7E73D3A29D48B6C0D62F2C64D8543DB62F259430DECDB024
Regards,
Debasis.

SAP MDM7.1 Change Management CTS+ Queries

Hi.
I have few doubts on Change management CTS+ , Kindly please suggest!
1) Is it based on ABAP Stack / or do we need ABAP System for this ?
2) How transport can be handled ? from PI to MDM system?
3) What can we transport ? is it everything or some limitation are there during transport?
4) Can we transport the changes for repository?
Please suggest !
Regards,
Harmony

Hi Harmony,
1) Is it based on ABAP Stack / or do we need ABAP System for this ?
You need an SAP NetWeaver AS Java and an SAP NetWeaver AS ABAP. SAP recommend that you use the SAP Solution Manager. The systemu2019s Support Package Stack must be NetWeaver 7.0 EHP1 or higher.
2) How transport can be handled ? from PI to MDM system?
I didn't get you here exactly. If you mean how to transport MDM in the system landscape, then it works as: The deployment of MDM specific transport orders in the current version is done with provisioning the change files to the CTS+ outbox folder defined for the MDM target system, where the MDM administrator has to pick it up for manual MDM deployment.
3) What can we transport ? is it everything or some limitation are there during transport?
With MDM 7.1 the following data model objects can be transported from a source system to a target repository:
1. Tables & Fields
2. Relationships
3. Languages
4. Roles
5. URLs (Web Links)
6. XML Schemas
7. Remote Systems
8. Ports
9. Validations and Calculations
10. Assignments
11. Workflows (new with MDM 7.1)
12. Import Maps (new with MDM 7.1)
13. Syndication Maps (new with MDM 7.1)
14. Matching Rules including Matching Strategies (new with MDM 7.1)
4) Can we transport the changes for repository?
Yes, we can manage the transport changes for a repository using Change Extraction Process. It consists of following steps:
1. Defining a basic reference before starting to perform the data model changes (this basis will later be referenced to extract the changes done).
2.Extracting the changes to a MDM change file (.xml file).
3.With The Change extraction automatically a new reference is created to be able to calculate the next set of changes to be extracted.
For complete details, Please refer the below guide:
[Setup and Use the MDM Change Transport with CTS+ Transport Management Environment|http://www.sdn.sap.com/irj/scn/go/portal/prtroot/docs/library/uuid/d0dd1ae0-36e5-2b10-f8b4-e6365e643c0b?quicklink=index&overridelayout=true]
Regards,
Mandeep Saini

Order Change Management(OCM) in SAP

Dear All,
OCM is applicable in MTO Scenario.
Kindly let me know the steps involved to activate OCM n how to proceed
further.

Hi Bagchi,
Order Change Management is applicable for MTO/MTS Scenario,
First:-
In WorkScheduling View of Material Master (FERT/HALB or Any Defined for Production) you need to maintain "Overall Profile"
This Overall profile should be configured in SPRO > PRoduction>Shop Floor Control > Operations>Change Management for Production Orders-->Define Overall Change Profile.
Process of OCM follows this way:
Create a Change Number CC01 with Release Key
In Object Types select/tick "Actv", "object", "MgtRec",
You get the Change Number by Saving .
Use this Change Number to Change BOM or Routings
Then Release the Change Number useing Release Key till then you don't find the Change of BOM in Production Order.
Then go to Oder Change Process T Code :- COCM
Tick Change Number and Select the Change Number & Execute
Select the Production Order, click on Procurement element icon you get another screen select and execute again.
You get an Pop-Up screen. "Determine changes, Check changes, Change Original Order.
you see the changes in BOM for Production Order i.e. after COCM.
Then Confirm the Changes in Production Order then New changes will be Active in production Order.
Regards
Rehman
Reward Your Points If Useful

Alternative Performance Visualizations in SAP Strategy Management

A question frequently posed to the SAP Strategy Management solution management team is u201Cu2026beyond scorecards and strategy maps, are there other ways within SSM that I can visualize my organizationu2019s performance?u201D The answer is yes.
The SSM Strategy page allows you to create and display up to three goal diagrams. Typically SSM users will just create a strategy diagram (the most common type of goal diagram) and let the other two goal diagram place holders go unused. However, with a little ingenuity the other two goal diagrams could be put to very good use.
Using the goal diagram manager on the SSM Administration console you can import custom images (e.g. Adobe Illustrator or MS Visio images) into the SSM Strategy page. Once a custom image has been imported, hotspots can be mapped on top of the image that allow you to view the status and details of scorecard objects in relation to the image. Hotspots can be created for Contexts, Perspectives, Objectives, and KPIs (KPI hotspots are new in SSM 7.0). For each hotspot location a status indicator is displayed reflecting the Red/Yellow/Green status of the scorecard object. When the hotspot is clicked, details for the scorecard object are displayed in a dropdown box.
So if, for example, you have created contexts for different geographic regions within the United States, you could import a map of the United States and then map context hotspots that allow you to easily view your organizationu2019s performance across geographic regions. So, on your US Map goal diagram you might see a green status icon over California, red over Boston, Yellow over Florida, etc. indicating your organizationu2019s performance in those regions.
Other custom goal diagram examples include:
- Organization charts that show the performance of different divisions / groups within your organization
- Process flow diagrams that show performance of different elements of a business or production process
- Initiative / project summaries that show the performance of multiple initiatives
For more information on how to manage custom diagrams in SSM, view the Help topic u201CGoal Diagramsu201D within the SSM Administration console.
Best Regards,
Chris Clay
Enterprise Performance Management
Solution Management

Hi Guna,
Please see this document for recommended roles for strategy management - http://www.sdn.sap.com/irj/scn/go/portal/prtroot/docs/library/uuid/b0ac7368-092f-2a10-d68f-8ba5c3f75f10?quicklink=index&overridelayout=true
Regards,
Sen

SAP Strategy Management implementation :BOOK

Dear Gurus,
I have searched SAP Press and Amazon but didn't find a suitable book for SAP Strategy management implementation.
Could you please mentioned a cook book or ISBN number or any help is appericiatble.
I am looking for Business as well as technical detail.
Thanks & Regards
Arif.

Qureshi,
As previously mentioned, there isn't any books about Strategy Management implementation. There are three areas that seem to get the most attention, but as SSM is changing in features, functionality and connectivity, it's moving faster than anything that could be published. The best documentation on implementation of SSM is the guides available on the Service Marketplace. These are regularly updated, so you always have access to the latest information.
1) PAS - You build your multi-dimensional models in PAS. PAS has some amazing flexibility, especially how it handles time. Understanding how to use PAS seems to be a big challenge - as you can tell by the many questions on the Forum regarding models. There is no published book on PAS that I know of and even the PAS training in the SAP Education class is aimed as an overview. My suggestion here is at the very least try to take a SAP Education class on SSM that includes PAS training.
2) Connectivity with SAP BW - Because of some fundamental differences between how PAS and BW deal with data, there is a tool - called the BICA - that SSM uses to harmonize BW and SSM data. There is a paper available on the EPM BPX on best practices with BICA.
3) Wrangling KPIs - Strategy Management is about focusing on the essential areas of a business. Since this is YOUR business, your strategic objectives will be necessarily different - how else can you differentiate your products or services if you are doing everything the same as your competitors? This is not a situation of seeming how many more measures you can include, it's is trying to focus on doing those things that really are going to be game-changers for your organization.
This business side aspect of Strategy Management is actually the area that will show the most success - and ROI - in the organization, although the typical focus is on the technical aspects of the application. Strategy Management continues to change the application to help address the different ways that people construct their organizational strategy and how they communicate it as well as monitor it. Do not underestimate the importance of the business side of this application.
All three of these areas really strongly recommend Consulting Services. There are both SAP and 3rd Party consultants available for these areas. Why should you spend the money on a consultant?
A) You will get implemented and running more quickly - less delays, less problems, more success. I have witnessed several projects where the organization wanted to DIY and faltered because there was no expertise on the team. Projects these days HAVE to be successful -right out of the gate - so get experienced help.
B) Knowledge Transfer - There aren't any books and your boss isn't going to pay for a 5 day offsite training course. Bring in a consultant and work with them to learn what they do, how they do it, so you can become self-sufficient. It's much easier to build a consultant into a project budget than training. Although training is essential, I just never understand why executives neglect this important area.
C) Personalized Help - The needs you have for your implementation and successful operation are going to be unique because it's going to revolve around your current technical architectural, your company's practices, as well as the structure of your organization. Having a consultant allows you to better use your time and the project's time by focusing on the needed areas and getting through the typical bumps that always accompany a new program's rollout.
I am NOT a consultant, so I have no alterior motives. I DO want organizations to be successful with SSM implementations and from what I have witnessed the difference between success and merely muddling through is how willing the organization is to bring in either a SAP consultant or work with a knowledgable 3rd party consultant.

Public Change Management indicator and mid-year reassignment in new GL

Dear experts,
I have two questions on documentation at help.sap.com
here http://help.sap.com/saphelp_erp60_sp/helpdata/en/b3/fa3a95ecd9465c82957992e30e1ff2/frameset.htm
it is said that:
1. "You can use the SAP document change interface to reassign original documents by setting the Public Change Management indicator when converting the worklist."
I run FMCT transaction and can not find this "Public Change Management" indicator. Where should I look for it?
2. "When you update in new General Ledger Accounting an FM account assignment that is to be reassigned, a mid-year reassignment is not possible"
Does this mean that I can not do a mid-year reassignment, if I use the new General Ledger Accounting?
Thank you in advance!
Irina

Hi Irina, as I know this applies if the FM account assignment element is an split charateristic in the New GL, for example the Fund, if the fund accounting scenario is active.
best regards
César

Typical example of SAP change management..

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