Improve Your Planning and Execution Process for a Successful SAP Go-Live

  • by Ramachandra Chemudupati, Lead Consultant, Infosys Ltd.
  • April 27, 2012
Management
Learn about the Technical Implementation Gantt (TIG) methodology for improved planning and execution of your cutover. Understand the approach to build and review the TIG, its execution, and the benefits of using it. Also understand some of the pitfalls that you can avoid and best practices you can put to use for a successful go-live.
Key Concept

A Technical Implementation Gantt (TIG) is built using a Microsoft project plan that captures all the implementation activities required for launching the go-live for a project. The project plan or schedule captures high-level work packages and tasks that are usually measured in terms of days or weeks and spans the entire project life cycle. The TIG is a detailed schedule that defines tasks that are usually measured in hours and covers only the tasks required for the technical implementation (i.e., eight weeks from go-live).

Every year companies invest millions of dollars on SAP implementation, transformation, and support projects to improve their business processes and maximize their revenue and profits. For each such SAP project, the project manager’s objective is to lay out the most effective or efficient plan covering the project’s life cycle — from the initiation phase through a successful go-live. While each phase (e.g., pre-explore, explore, planning, development, and deployment) of a project requires close monitoring, the preparation for the go-live weekend demands the highest attention as the success or failure of the go-live directly affects the success or failure of the project.

I explain a methodology you can adopt for a successful go-live, based on my own experience working for various projects with a global SAP client. I won’t discuss deployment planning, which is a large topic; instead, I focus on a methodology using the Technical Implementation Gantt (TIG) as a tool. I also address areas such as:

  • How to group activities based on their relevancy and dependency
  • How to execute and track the activities leading to go-live on the TIG
  • How control points on the TIG make it efficient and easy to reuse it for each phase of the project until go-live
  • How the TIG may help avoid major pitfalls in the whole process
  • How you can perform a slow start, a significant process by which it is confirmed that the system is operational before it is opened up to the larger user community

 

It is essential to identify all activities that are important for cutover, but what really makes a difference to the project is how extensively you identify these activities and how well you organize them for execution. The TIG proves to be a tremendous help in achieving these objectives.

Ramachandra Chemudupati

Ramachandra Chemudupati is a lead consultant at Infosys Ltd. His areas of expertise are SAP materials management, sales and distribution, plant maintenance, and project management. He has more than 12 years of consulting experience and has worked on multiple implementation, rollout, transformation, and data migration projects for several global Fortune 500 companies.

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