A common myth regarding such implementation is that it involves data migration and extensive testing and the rest is plug and play . I too had similar expectations before landing up in this assignment. Well, data migration and testing are indeed very important , but thats only a part of the life cycle .
As I see it, the biggest challenges facing SAP system environment consolidation projects are not only to meet company requirements but the need to implement all the measures that will ensure the successful operation and further development of a consolidated system. In other words, it becomes critical to establish processes that will institutionalize the system’s continuous development. Otherwise, the projects and system adaptations carried out after consolidation will be subject to paralysis and failure.
With the above goal in mind as we went ahead we faced major challenges and navigated well to end up with a high quality and under budget system delivery .
Some of the major challenges we faced are -
- Business process realignment - No two business are alike and realigning them with a common purpose wasn't easy , more so when they are in two countries having different legal requirements . Many of these business processes have dependencies on 3rd party systems not only within the respective landscapes , but also with outside vendors' and customers' system . The directive was to create minimum ripple to the ecosystem outside SAP. Having said that , we also had to be constantly aware that over caution shouldn't lead to needless duplication of business processes.
- Development hygiene - It becomes imperative that when two systems merge we have to enhance or build new programs , interfaces , reports etc to harmonize business processes . A high quality development hygiene is required such that we don't end up breaking the functionalities of the leading system where live business is running . The challenge was to simplify development objects and make them more generic and broad based such that enough scope is left for future business to merge .Developing or enhancing programs were challenging , but more challenging was to create scope for future development in a harmonized system.
- Robust Testing-Needless to say a robust testing strategy needs to be in place . A thorough testing of new / enhanced functionality is as essential as to test existing functionality . You are always at risk - not sure if you have broken something else while building .
- Data Migration - Master and transactional data migration holds key to a successful implementation . Since we were handling two homogeneous systems the complexity was limited, but it may not be the case everywhere . Few months back TCS has completed a massive consolidation for ABB, where they merged 8 non homogeneous ERP systems in a single SAP instance . Some of these systems were non SAP ones like Oracle, BAN etc . Imagine the complexity it adds in terms of masterdata migration . Thats a small project in itself within the project .
- Managing user expectations - Managing user expectations in such engagements are very critical . There will always be resistance to change. In such engagements the users on both sides ( the source and target systems) are well conversed with SAP . Normal consulting approach of " SAP works that way" just doesn't work . Instead the approach of explaining the bigger picture and best practices acts better in clearing apprehensions .
- Effective staffing- Effective staffing is the most important thing in such projects . You need an experianced and matured team to handle such a transformation . Rampup and rampdown approaches at key milestones are key to manage cost and seamless execution .
The above is just a prespective from the point of view of a solution consultant like me . There are many more ofcourse , that people at different levels in the project hierarchy have experienced.