Discuss business intelligence, integration, compliance and a host of other SAP-related topics – implementation, best practices and resources to negotiate the world of SAP better!

July 27, 2015

Building A HCM Roadmap for Existing SAP HCM Customers Part 3 (Final)

Example of a Roadmap for an existing SAP HCM On-premise customer

Current Customer Background

XYZ divides its services into three service portfolios; Infrastructure, Applications, and Business Process Outsourcing. Infrastructure services includes maintaining the operation of part or all of a client's computer and communications infrastructure, such as networks, mainframes, "midrange" and Web servers, desktops and Laptops, and printers. Applications services involves the developing, integrating, and/or maintaining of applications software for clients. Business process outsourcing includes performing a business function for a client, like payroll, call centers, insurance claims processing, and so forth.

Continue reading " Building A HCM Roadmap for Existing SAP HCM Customers Part 3 (Final) " »

July 20, 2015

Building A HCM Roadmap for Existing SAP HCM Customers Part 2

In order for HR to truly deliver on the promise of being "business partners," it needs to tell the story of business scenarios that are predicted to happen in the future, across all levels of the organization, which they do not already know about, and then provide recommendations on how to fix or exploit those scenarios.

Continue reading " Building A HCM Roadmap for Existing SAP HCM Customers Part 2 " »

July 15, 2015

Building A HCM Roadmap for Existing SAP HCM Customers Part 1

For the last five years, human resource (HR) departments across the globe have been challenged to remain relevant and up-to-date with their HCM processes and technologies. This trend shows no sign of abating. The HCM marketplace has seen an extraordinary amount of acquisition and consolidation activity in the last couple of years. Since the time SAP purchased SuccessFactors for $3.4 billion (app. 10 times of the SuccessFactors 2011 revenue) towards the end of 2011. Others like Oracle jumped into the fray two weeks later by spending $1.9 billion to acquire HCM solution provider Taleo. 

Continue reading " Building A HCM Roadmap for Existing SAP HCM Customers Part 1 " »

July 14, 2015

Infosys is a Gold sponsor of SuccessConnect 2015

SuccessConnect is one-of-a-kind conference that brings together SuccessFactors, its partners, customers, and thousands of HR practitioners, experts and leaders from across the globe. This event provides an excellent opportunity for attendees to share and discuss the latest developments in your industry and technological solutions and strategies for attracting, developing, engaging and retaining the best workforce talent to achieve your organizational goals.

How has been your HCM Transformation journey so far? Have you considered to take advantage of the best practices offered by cloud solution and analytics? Meet our experts to understand how Infosys uses its HCM Transformation framework to make your business cloud ready, optimize your processes, policies and align the solution landscape to maximize the ROI and achieve business goals.

Infosys is a Gold sponsor at SuccessConnect 2015 - flagship event of SuccessFactors (An SAP company) - which will be held from August 10 to August 12 in Las Vegas, Nevada, US. We will be showcasing our SuccessFactors and SAP HCM capabilities in booth # G22.

Looking forward to meet you at the event.

May 4, 2015

Creating an Innovative, Self Service-Driven Work Culture at Pacific Gas and Electric Company (PG&E)

We live in a time of modern and self intuitive UI design. So it was with a tinge of irony that we discovered that one of the key issues faced by 32000 users of PG&E was that UI was archaic and data integrity was constant issue. Self service options were completely missing and they were wasting lot of time to search simple menu options.

Continue reading " Creating an Innovative, Self Service-Driven Work Culture at Pacific Gas and Electric Company (PG&E) " »

Powerful User Experience for Daimler with SAP Fiori and SAP ERP Application

It is a rare moment in the life of a SAP consultant to be appreciated for giving a new user experience, elicit a wow effect and be credited for making lives simpler and easier for his users.How did this happen? Well, that in essence is the impact of SAP Fiori.

When Infosys and Daimler started on the Fiori journey, there were many other considerations regarded as more important than an intuitive user interface. We thought about simplifying architecture, replacing legacy and going mobile as our key priorities. As we discovered Fiori, all of that changed rapidly.

Continue reading " Powerful User Experience for Daimler with SAP Fiori and SAP ERP Application " »

May 3, 2015

Pricing on SAP HANA spells the end of pricing-engine Issues

One of the most important applications for running business has been the pricing engine. However the needs of sales teams, products strategy group and technology owners has evolved to make pricing as the most dynamic business function and also a very complex business application. Sales teams want to have the real time price, products strategy team wants to move away from cost plus mentality and technology owners want to reduce process variability in pricing procedures.

Continue reading " Pricing on SAP HANA spells the end of pricing-engine Issues " »

Airbus group speeds up financial closing with the SAP HANA platform

In today's digital world, one cannot understate the importance of data and information. Businesses that will exploit data the best will eventually win the battle for market share and customer loyalty. However, merely the ability to generate insights and perform analytics on different forms of data is not enough. You need solutions that are fast, simple, agile, and highly scalable. Traditional Business Intelligence or Data Warehouse solutions are simply unable to meet these demands simultaneously.

Continue reading " Airbus group speeds up financial closing with the SAP HANA platform " »

March 30, 2015

Cloud or Captive - IT cost reduction strategy for SAP infrastructure

Two broad trends once can see in the SAP market.

Trend 1 - Working with SAP hosting partners and then move towards full-fledged SAP on the cloud

By and large organizations are moving away from an on premise SAP data center environment to having partnership with SAP hosting service providers. Basically companies lease server space and as well outsource BASIS Administration activities of their SAP systems to the hosting partners. These organizational can be expected slowly and steadily move towards embracing full fledged ERP on the cloud model as they mature and gain confidence with the hosting partners and also with the whole partnership model. Small organizations of $2 to $ 5 billion sized are the ones who are moving towards the "Public cloud" option which provide the most cost effective solution for them. Bigger organizations will tend to go for "Private Cloud" as they tend to have multiple SAP systems in their landscape and will see more advantage in the dedicated infrastructure even on cloud. "Hybrid cloud" is something that can appeal to bigger organizations as that addresses the risk and confidentiality aspect by moving only the development and quality environments into cloud while leaving the production environment on premise. To me the Hybrid cloud option is the ladder through which SAP user organizations can join the cloud bandwagon, build robust partnership model around risk and confidentiality for moving towards the Private cloud option which provides economies of scale.


Trend 2 - Keep the SAP data center on premise but move the SAP service department into a captive unit in a low cost location.

This option is sort of preferred for large SAP behemoths. Big companies in the order of sizes more than $10 billion will have huge SAP infrastructure and such systems tend to be dated and something heavily customized environments. It is these kind of organizations which consider going for cloud based SAP systems is too risky. These companies have large SAP systems and will keep adding new SAP systems or engage in spin-off activities due to regular merger and acquisitions. Over the time their data center have become too big and too complex, that any new CIO is threatened by the risk involved in even considering disturbing the functioning data center environment. So moving to cloud as a cost reduction strategy will have no buy in and even if implemented it will be on very small areas on ad-hoc basis. For such companies moving the IT support organization to low cost locations is safest bet on cost reduction. Having already outsourced many of the regular production support process, most likely these organization will have retained a core team of IT professionals who run the show with in house knowledge capability around core processes. It is these core process knowledge retention team that will become target cost reduction by way of opening a captive unit in a low cost country.


Is the second trend a viable?, given the rapid advances being made on cloud capabilities in the market and as well on the fast paced changes in the SAP capabilities. 5 to 10 years from now would the large SAP user organizations be better served by an in house data center or complexities will zoom to a level of tipping point where in move to cloud becomes a necessity. I read about a very similar story during the early industrialization due to lack of reliable power grids, big manufacturing industries had invested in building power plants on their own to ensure reliable electricity supply. But with the advancement made in power grids, and efficiencies achieved by utility companies, the concept of in house power plants vanished. It looks to me the same will be the case of data centers for large organizations. Given the advances being made by cloud service providers, it is going to soon become un economical to even have on premise data centers. SAP being the core ERP system for these companies, it is better addressed early for cloud migration. Investing in captives can be a strategy on IT cost reduction along with movement to cloud, but the latter will have larger impact on the bottom line and make large organization's IT nimble enough to react to market dynamics quickly and effectively.

January 28, 2015

Use of Iterative Methods and Testing Strategy as key differentiator for Project Execution

Use of Iterative Methods and Testing Strategy as key differentiator for Project Execution

For SAP Consultants, testing is one of the phase in overall implementation, change management or support projects. Testing can play a very vital role to make first time right impression on the client.

Various models in Testing are :

1.       Waterfall Model à  It goes sequential

2.       RAD (Rapid Application Development) Model  à  To deliver project in short span and create testing strategy related to overall delivery schedule.

3.       Iterative Model  à Where development and testing goes hands in hand and multiple iterations are made.

4.       Agile and Scrum à Extension of iterative model where overall Project is broken into multiple individual areas and multiple integration areas and overall delivery plan is made. 

 

 

We say we are following ASAP methodology for delivering a SAP Project which has

1.       Requirement Gathering

2.       Blueprinting

3.       Realization

4.       Cutover Activities

5.       Go Live and initial support

Here we are following Waterfall or Sequential model for overall testing strategy where bulk of our testing goes in realization phase.

 

Instead of this if we use Agile and Scrum methodology then we can break each phase in ASAP methodology into an Iterative Method and Testing Cycle and can do multiple iterations to come out with final Results.

For Example :

Requirement Gathering :  Break into multiple areas where we foresee Business expectations. Align to standard industry practices. Do multiple iterations in each area separately with business to come out with best fitted requirements.  Similarly we should do multiple iterations on the integrations areas in requirement analysis and see best fitted methods for integrations.

When all individual and integrations areas are finalized, a single process (having branches) catering to multiple requirements can be formulated.

 

Same methodology can be applied to other phases of ASAP method. This makes us pretty confident that no area within the solution is untouched while delivering final solution to client. It makes sure also that we do not find surprises after solution goes live.

 

Though in practice we find difficult to go through iterative processes due to time constraints, it's always better to even include Iterative Methodology and Testing Strategy with Agile and Scrum in our efforts estimation and highlight our process as one of the key differentiator in our Proposal Response.

 

Siddhant Metkar

Lead Consultant

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