One thing that everyone says about SAP - the processes can be long winded. However, you have to understand the reason behind that. The software was developed for use by very big companies and to meet the requirements of very restrictive legislation. As a result, many of the business processes seem to require more work than you would find in other software packages.
As I work primarily on the admin side, it's worth mentioning that the process of applying user access is particularly long winded. But there is very good reason for this - when you have 10,000 plus users, it is absolutely crucial to give all of these people the appropriate permissions. But working out what is correct can take a long time. And it has to be said that this has caused some friction amongst our project team.
Our basic AD permissions have been set-up over many years. They are not perfect by any means, but generally people have the necessary access and are kept out of those areas that they should not see. If we have to make changes, it usually only takes a few minutes and it is a pretty straight forward process that can be carried out by anyone in the IT team at any time during the day.
Unfortunately SAP is not so simple. A few months ago, I found out about Central User Administration (CUA), and we wll be looking to implement this at some stage, but at present we don't use it as it was not set-up at the beginning of the project. User admin requires details to be maintained in each system which is awkward and time consuming. The actual access permission is based upon a series of roles - permissions for transactions and authorisation objects are added to the role, and then user is placed in the role. A series of "transports" allows the roles to be copied between systems, so these should be the same in each of the systems.
However, the process is also designed to allow the change(s) to be made and then for these changes to be checked - first in the development system, then the test system, before it finally arrives in the production system. This is to ensure that any such changes are appropriate and don't do something that they shouldn't do. It makes a lot of sense and for the larger companies, I can see that this would be absolutely essential. For us, it is a very tedious process and we are not doing it as we should.
Unfortunately, even tho' the project team have been told about the correct process (repeatedly), they just don't get it. I've noted many times that I have been asked to allow a particular person to have a particular access permission - when I apply it, I've indicated that this then allows someone else within that role the same permission. We could have people able to do specific tasks that we would rather they didn't. After the first few months, I set-up a process to try to get these changes authorised properly. It sort of works, but even now people will try to bypass the process.
One other thing that I've noted - when we started, we set-up the roles based upon the job role descriptions that we use within the business. This was the advice from the consultants and I agreed that it made the most sense. However, having been doing it for some time now, I feel that we might need to look at this again as we have a lot of overlap in what various people do - the number of staff is limited, so most people actually do 2 or 3 "jobs". There is a good argument for changing some of the permissions so that instead of being applied to a "job role", we might have a "process role".
For example, we have sale clerks with various transactions, but there are a couple of these transactions that might also be requested for other people not in sales for various valid reasons - they could be used by accounts, by shipping, by purchasing, by production, as well as a couple of others. This is in fact, 15 roles in total. At the moment, these permissions have to be added to each of those roles, and after testing, they have the same permissions - potentially, we could have just 2 roles with those permissions, and then apply people to them in order to do the work and it would work just the same. Obviously, more work to set-up to begin with, but going forward, possibly much better as it would require less admin work.
Oh well, another day, another dollar!
Wednesday, 9 December 2009
Sunday, 29 November 2009
Almost lost for words
I don't like to hear people swear. You hear it too often - so called "celebrities", sports or music stars using language that would make a drill sergeant blush. Often, the argument is that they are just passionate about the specific view they are putting forward, but I feel that in reality, it shows a lack of intellect. They swear because they don't know how to convey a point of view. But despite my views, this last few days, I have done more than my fair share of swearing.
Let's go back to the beginning. Some 2 1/2 years ago, the consultants started putting in the SAP system. All they did was install the basic software and addons - they didn't apply any of the patches or updates. At the end of last year, they made a comment that it was for us to perform these updates. It took me a while to get the information that I needed, but in the early part of this year, I managed to carry out a process, to apply the patches that they had downloaded, but not actually put in place.
Subsequently, I went onto the SAP Service Market Place Download Center and found that there were a great many other patches that they had not downloaded. I started work on downloading these, but after I reached a certain point, a message appeared to say that all patches released after a certain date had to be confirmed through SAP Solution Manage before they could actually be downloaded. As they had not installed a SAP Solution Manager system, this caused some problems - however, I was able to get around this eventually. As SAP now require Solution Manager to be used, I felt that we should get it installed - we have a copy of the software and the existing license allows us to use it, so I saw no problem.
I got a copy of the relevant SAPpress book and downloaded some material on the product and its use - it became clear that Solution Manager offers a lot of other functionality that we would find very useful and from conversations, it seems that SAP are going to increase the requirements for running the product. So we've spent a little time in between other jobs, getting the software up and running.
Having finished this over the weekend before last, I decided on Monday to take a look thru the product. It runs thru the SAPGUI and looks much like the main ERP but with a few different menu items. I glanced at a few of these, not really going too deep into the various areas - but then I saw something that caught my eye. When I opened part of the menu item for Solution Manager, I saw the phrase "ASAP Focus".
Those of you that have been following me for a while will know that I had a brief exchange with Michael Doane (http://sapsearchlight.blogspot.com/2009/08/sap-implementation-projects-still-crazy.html), a consultant with many years experience of working with SAP. He described a methodology to carry out an SAP standard implementation called "ASAP" which he advised should be used by all system integrators (consultants). I had not heard of this and it appeared our consultants didn't use it. Michael was a bit frustrated (and I could see why) as this is supposed to be used by everyone.
And here it was - a full description of the processes, documents to assist, presentations, step by step guides, glossary, checklists, issue registers, and a complete roadmap for the whole implementation project. Basically everything that we could have used and would have found useful - instead we had to develop our own systems. The more that I looked at this, the more frustrated I became, and of course, I then started to really let rip with the bad language.
So now we are starting to look at getting the Soution Manager installed properly. We will have to get someone in that knows about it, and get one of our staff trained up. It's just a pity that it has taken so long to find out about the product. It would be interesting to see what the senior management from the consultants has to say on why they didn't use it, but I dare say that I will not be allowed to ask the question.
Belated happy thanksgiving everyone.
Let's go back to the beginning. Some 2 1/2 years ago, the consultants started putting in the SAP system. All they did was install the basic software and addons - they didn't apply any of the patches or updates. At the end of last year, they made a comment that it was for us to perform these updates. It took me a while to get the information that I needed, but in the early part of this year, I managed to carry out a process, to apply the patches that they had downloaded, but not actually put in place.
Subsequently, I went onto the SAP Service Market Place Download Center and found that there were a great many other patches that they had not downloaded. I started work on downloading these, but after I reached a certain point, a message appeared to say that all patches released after a certain date had to be confirmed through SAP Solution Manage before they could actually be downloaded. As they had not installed a SAP Solution Manager system, this caused some problems - however, I was able to get around this eventually. As SAP now require Solution Manager to be used, I felt that we should get it installed - we have a copy of the software and the existing license allows us to use it, so I saw no problem.
I got a copy of the relevant SAPpress book and downloaded some material on the product and its use - it became clear that Solution Manager offers a lot of other functionality that we would find very useful and from conversations, it seems that SAP are going to increase the requirements for running the product. So we've spent a little time in between other jobs, getting the software up and running.
Having finished this over the weekend before last, I decided on Monday to take a look thru the product. It runs thru the SAPGUI and looks much like the main ERP but with a few different menu items. I glanced at a few of these, not really going too deep into the various areas - but then I saw something that caught my eye. When I opened part of the menu item for Solution Manager, I saw the phrase "ASAP Focus".
Those of you that have been following me for a while will know that I had a brief exchange with Michael Doane (http://sapsearchlight.blogspot.com/2009/08/sap-implementation-projects-still-crazy.html), a consultant with many years experience of working with SAP. He described a methodology to carry out an SAP standard implementation called "ASAP" which he advised should be used by all system integrators (consultants). I had not heard of this and it appeared our consultants didn't use it. Michael was a bit frustrated (and I could see why) as this is supposed to be used by everyone.
And here it was - a full description of the processes, documents to assist, presentations, step by step guides, glossary, checklists, issue registers, and a complete roadmap for the whole implementation project. Basically everything that we could have used and would have found useful - instead we had to develop our own systems. The more that I looked at this, the more frustrated I became, and of course, I then started to really let rip with the bad language.
So now we are starting to look at getting the Soution Manager installed properly. We will have to get someone in that knows about it, and get one of our staff trained up. It's just a pity that it has taken so long to find out about the product. It would be interesting to see what the senior management from the consultants has to say on why they didn't use it, but I dare say that I will not be allowed to ask the question.
Belated happy thanksgiving everyone.
Saturday, 14 November 2009
Where does the time go?
I've just realised that it is nearly a month since my last update and about 7 weeks to the end of the year. Where does the time go?
We are still struggling with the SAP system, and now the consultants have all gone so we are very much on our own. We have a list of items that they still haven't gotten working, and our CEO spent over a hour on the phone to their director to try to get them to accept responsibility to fix these items, some of which have been on the issues list for 2 years.
I managed to resolve part of the problem with the invoicing - we now get the invoice run every day. At a meeting earlier in the week, our project manager said that this had totally fixed the problem, but after the meeting, he admitted that about half of the invoices are still not coming out right for one reason or another. Our finance manager did express some concern that without invoices going out, we won't have money coming in, and this could cause serious issues - we could potentially run out of liquid cash by the end of 1st quarter next year if the situation doesn't change.
In addition, it appears that there are a lot of jobs that haven't been invoiced at all - one of the guys did a quick check and it appears that this is actually an internal problem. People are completing a task, but it's not getting marked as complete, so the system won't process the job. Unfortunately, we can't just force it thru as there is no easy way to tell if the work has been done or not - it generally takes a couple of hours to confirm, by searching thru various paperwork.
There is still an issue with purchasing - jobs get re-scheduled, but the due date for items is not being adjusted correctly and several times, we found ouselves waiting for goods, or items were being delivered for something that has been put back acouple of months. It's more of an annoyance than a serious problem, but as part of the overall project doesn't make it look good.
The system is still not giving us many of the reports that we need. Various people were told to use different transactions, variants of specific reports etc. but many of these don't really seem to give us what we really need. Some of them seem to provide vey large amounts of data that is actually of no value what so ever. I had hoped to be able to spend some more on this during the project, but just never seemed to have the time.
As a result, I've booked one of my staff onto an SAP training course - it's way across the country at one of their actual training centers, and we want to see if the courses actually help; if they do, we may book some more. We do need to get better information about using the system, and we don't want to have to keep paying huge amounts every time we want to make minor changes. The courses are expensive, but if we get our people better trained, then it will prove worthwhile - having invested so much, we have to make the best of it.
Have to go, as we're off to visit my wife's parents - they're going on a cruise next week. Never thought that I would be envious of them!
We are still struggling with the SAP system, and now the consultants have all gone so we are very much on our own. We have a list of items that they still haven't gotten working, and our CEO spent over a hour on the phone to their director to try to get them to accept responsibility to fix these items, some of which have been on the issues list for 2 years.
I managed to resolve part of the problem with the invoicing - we now get the invoice run every day. At a meeting earlier in the week, our project manager said that this had totally fixed the problem, but after the meeting, he admitted that about half of the invoices are still not coming out right for one reason or another. Our finance manager did express some concern that without invoices going out, we won't have money coming in, and this could cause serious issues - we could potentially run out of liquid cash by the end of 1st quarter next year if the situation doesn't change.
In addition, it appears that there are a lot of jobs that haven't been invoiced at all - one of the guys did a quick check and it appears that this is actually an internal problem. People are completing a task, but it's not getting marked as complete, so the system won't process the job. Unfortunately, we can't just force it thru as there is no easy way to tell if the work has been done or not - it generally takes a couple of hours to confirm, by searching thru various paperwork.
There is still an issue with purchasing - jobs get re-scheduled, but the due date for items is not being adjusted correctly and several times, we found ouselves waiting for goods, or items were being delivered for something that has been put back acouple of months. It's more of an annoyance than a serious problem, but as part of the overall project doesn't make it look good.
The system is still not giving us many of the reports that we need. Various people were told to use different transactions, variants of specific reports etc. but many of these don't really seem to give us what we really need. Some of them seem to provide vey large amounts of data that is actually of no value what so ever. I had hoped to be able to spend some more on this during the project, but just never seemed to have the time.
As a result, I've booked one of my staff onto an SAP training course - it's way across the country at one of their actual training centers, and we want to see if the courses actually help; if they do, we may book some more. We do need to get better information about using the system, and we don't want to have to keep paying huge amounts every time we want to make minor changes. The courses are expensive, but if we get our people better trained, then it will prove worthwhile - having invested so much, we have to make the best of it.
Have to go, as we're off to visit my wife's parents - they're going on a cruise next week. Never thought that I would be envious of them!
Sunday, 18 October 2009
Oh boy!
I definitely spoke too soon... the question is where to start?
On Monday, there was a meeting about some of the deliveries. It appears that there is a big problem with some that have been sent out on the wrong dates. After considerable analysis, it appears that one of the processes used to check availability of products is re-setting any date that has been entered for delivery, and making it due 7 days after the inquiry. So a load of orders have been rushed thru production and despatched - but in a number of cases, they have arrived well before the actual date the customer wants.
In some instances, they have hung onto the products, but have asked that we accept delayed payment, and to keep them happy, we have had to agree to that. In a couple of cases, the product has been refused and we will have to re-deliver later on (in some cases, next year). Meanwhile, production are upset because they have had to do rush items and it has caused some scheduling issues.
To fix the immediate problem, the Sales Manager sat down with all orders and has gone back over each item and re-entered the required date. However, after his first attempt, one of his staff had gone back in to check the availability using the same process and once more, it had reset dates. As you might imagine, he was pretty pissed about it. They are now checking dates on all outstanding orders each day to try make sure that it doesn't happen again.
We also have a major issue with some stuff that was marked for export. The guy responsible asked for the items to be put on the system, but unfortunately, the overseas client had already placed the order - although the system is supposed to flag duplicate purchase order numbers from the customer, it still isn't doing so as I mentioned last week.
The goods were made twice and as they are non-standard items, we are not going to be able to sell to anyone else. It's cost us about $10,000 not including shipping. To make sure it doesn't happen again, they have developed a manual system of checking each order - at one point they asked if I could create an Access database to monitor the orders!
Finance are not doing well either. A consultant had set up a process for running invoicing automatically - but so far, it has only produced about 1 invoice in 10. The staff are trying to get the rest processed asap, but it seems to take ages just to do one order. They are concerned that if we don't get invoices out, we get no incoming money. I know that we have managed to maintain a reasonable level of cash flow previously, but that could change in a few more weeks if we are not careful.
A big problem has occured at one of our other sites. They were struggling anyway - people were taking too long to process anything at all. I spoke to the GM on site and he was getting really quite anxious - he did indicate that they might have to start turning away orders as they just couldn't get the work done.
This has been made worse as he has now lost all but two of his office based sales staff - they just upped and quit in the middle of the week, saying that they'd had enough. We've been asked to send staff to him to help out, and it is causing some major issues with arrangements. I did also hear that a couple of others have also indicated their intention to leave - this could get really serious.
One good thing tho' - a decision was finally made about the CRM system. After 2 years of work, it's been agreed that the SAP CRM doesn't meet our needs. The way that it runs is just too slow, and the sales people think that the interface is really nasty (it doesn't show what they need on the main screen). It also doesn't produce the information that our Sales Director said was a fundametal requirement.
We have had 4 different consultants workng on the CRM since the beginning - and basically, we have nothing to show for the time that they spent on the processes. The SAPGUI part runs OK, but they said that it had to be used through a web browser - and that was where the problems were. The speed of loading was really poor, up to a minute to move between screens at times.
Over the last 2 years, they have made all sorts of excuses - not enough memory, issues with SQL settings, AV products, the only thing they didn't blame was the phase of the moon! A while ago, they indicated that they wanted to get some more people in to work on the problems, but that they would want more money to do so. The CEO was not impressed - so he has made the decison to forget about the CRM, and the sales staff are happy with that.
The consultant company sent us some documents recently about arranging for support after the go live process. We are alreading paying for SAP support (close to $100,000 pa) and they want us to pay money to them as well. They won't actually come up with a price, but just give loads of .ppt slide with the "benefits" for having them as a support contact. From what I have seen, it could double our support costs - but there would be no reduction in our staff to compensate.
Oh well, tomorrow is another day!
On Monday, there was a meeting about some of the deliveries. It appears that there is a big problem with some that have been sent out on the wrong dates. After considerable analysis, it appears that one of the processes used to check availability of products is re-setting any date that has been entered for delivery, and making it due 7 days after the inquiry. So a load of orders have been rushed thru production and despatched - but in a number of cases, they have arrived well before the actual date the customer wants.
In some instances, they have hung onto the products, but have asked that we accept delayed payment, and to keep them happy, we have had to agree to that. In a couple of cases, the product has been refused and we will have to re-deliver later on (in some cases, next year). Meanwhile, production are upset because they have had to do rush items and it has caused some scheduling issues.
To fix the immediate problem, the Sales Manager sat down with all orders and has gone back over each item and re-entered the required date. However, after his first attempt, one of his staff had gone back in to check the availability using the same process and once more, it had reset dates. As you might imagine, he was pretty pissed about it. They are now checking dates on all outstanding orders each day to try make sure that it doesn't happen again.
We also have a major issue with some stuff that was marked for export. The guy responsible asked for the items to be put on the system, but unfortunately, the overseas client had already placed the order - although the system is supposed to flag duplicate purchase order numbers from the customer, it still isn't doing so as I mentioned last week.
The goods were made twice and as they are non-standard items, we are not going to be able to sell to anyone else. It's cost us about $10,000 not including shipping. To make sure it doesn't happen again, they have developed a manual system of checking each order - at one point they asked if I could create an Access database to monitor the orders!
Finance are not doing well either. A consultant had set up a process for running invoicing automatically - but so far, it has only produced about 1 invoice in 10. The staff are trying to get the rest processed asap, but it seems to take ages just to do one order. They are concerned that if we don't get invoices out, we get no incoming money. I know that we have managed to maintain a reasonable level of cash flow previously, but that could change in a few more weeks if we are not careful.
A big problem has occured at one of our other sites. They were struggling anyway - people were taking too long to process anything at all. I spoke to the GM on site and he was getting really quite anxious - he did indicate that they might have to start turning away orders as they just couldn't get the work done.
This has been made worse as he has now lost all but two of his office based sales staff - they just upped and quit in the middle of the week, saying that they'd had enough. We've been asked to send staff to him to help out, and it is causing some major issues with arrangements. I did also hear that a couple of others have also indicated their intention to leave - this could get really serious.
One good thing tho' - a decision was finally made about the CRM system. After 2 years of work, it's been agreed that the SAP CRM doesn't meet our needs. The way that it runs is just too slow, and the sales people think that the interface is really nasty (it doesn't show what they need on the main screen). It also doesn't produce the information that our Sales Director said was a fundametal requirement.
We have had 4 different consultants workng on the CRM since the beginning - and basically, we have nothing to show for the time that they spent on the processes. The SAPGUI part runs OK, but they said that it had to be used through a web browser - and that was where the problems were. The speed of loading was really poor, up to a minute to move between screens at times.
Over the last 2 years, they have made all sorts of excuses - not enough memory, issues with SQL settings, AV products, the only thing they didn't blame was the phase of the moon! A while ago, they indicated that they wanted to get some more people in to work on the problems, but that they would want more money to do so. The CEO was not impressed - so he has made the decison to forget about the CRM, and the sales staff are happy with that.
The consultant company sent us some documents recently about arranging for support after the go live process. We are alreading paying for SAP support (close to $100,000 pa) and they want us to pay money to them as well. They won't actually come up with a price, but just give loads of .ppt slide with the "benefits" for having them as a support contact. From what I have seen, it could double our support costs - but there would be no reduction in our staff to compensate.
Oh well, tomorrow is another day!
Sunday, 11 October 2009
Did I speak too soon?
The first couple of days this days this week went OK - pretty much like last week. But then we hit some problems.
The issue with the documents printing out extra pages is still going on, although we have one of the consultants back in to help us. He's been looking at the specifics, but hasn't found anything so far. He originally suggested that we had faulty settings on the print server, but after making us double check it all, he had to admit that there is nothing wrong there.
On Wednesday, one of the staff in sales was putting orders on the system and suddenly realised that the prices were coming out incorrectly - she only spotted this as she has been doing the job for close to 15 years and can tell if a price is close or not, which these weren't. They spent the next 2 days checking this out but so far, no-one can see where it's going wrong. All we know is that the prices loaded were correct.
We also had a problem with the production plan on Thursday - for some reason several orders were entered twice (we haven't yet found out why) and this caused the production schedule to change to deal with an unanticipated demand. The system is supposed to detect if a customer's reference number is entered twice, but it didn't flag this up as it is supposed to do.
I've been busy with changes to user roles - I'm still getting just under a dozen a day. It's starting to get tedious, but one of the consultants said that this is quite common. He indicated that one project he was on had changes being made to the user roles every day 3-4 months after their go-live. I sure hope that's not the case with us as I have lots of other work that I need to be doing. Most of this is stuff that has been delayed because of the SAP implementation and we need to be getting on with catching up.
I've also heard some complaints from senior managers. They want specific reports daily / weekly and what they are getting is not what they want. We were told by the consultants that all of this was standard and they gave us transaction codes for reports - but it turns out that some of these don't actually give us what we asked for. One in particular is a report that indicates sales invoiced, but the figures that it is producing make no sense at all. We also had a labor report that seems to indicate that efficiency levels are about a quarter of what they were a few months ago.
On the plus side, people are starting to get to grips with the program. I don't get so many people locking themselves out because they entered the wrong password. They are still slow at using it though, but that's probably because they are still finding their way around; it's going to take a few months for them to pick up some speed. We had a few complaints about speed on a couple of occasions, but we were able to identify that someone else was running a report or other process that was tying up resources - hopefully, we have now put a stop to that.
In particular, we found some workflow items that had been set-up by a consultant that were failing every time they ran. We had run into this before and with the SAP support had found out how to correct this; we were able to do the same this time.
In addition, we had some feedback from the SAP Earlywatch check. They basically indicate that our systems have more than enough processing power / memory to run the program. This contradicts what the director of the consultants tried to tell us some months back (he insisted that we didn't have enough memory). They also made some suggestion about settings which we have now implemented, and some others about security permissions which we can't just yet.
My staff and I now have a basic routine in place to check on the system performance although I think we need a bit more experience to be able to understand the results better. Unfortunately, we have nothing to judge the results against - I have no way of knowing if we are doing a good job or not, or if the results are good, bad or indifferent.
Oh well, such is life. I suppose that these are mostly the types of teething problems that everyone gets with a new product.
The issue with the documents printing out extra pages is still going on, although we have one of the consultants back in to help us. He's been looking at the specifics, but hasn't found anything so far. He originally suggested that we had faulty settings on the print server, but after making us double check it all, he had to admit that there is nothing wrong there.
On Wednesday, one of the staff in sales was putting orders on the system and suddenly realised that the prices were coming out incorrectly - she only spotted this as she has been doing the job for close to 15 years and can tell if a price is close or not, which these weren't. They spent the next 2 days checking this out but so far, no-one can see where it's going wrong. All we know is that the prices loaded were correct.
We also had a problem with the production plan on Thursday - for some reason several orders were entered twice (we haven't yet found out why) and this caused the production schedule to change to deal with an unanticipated demand. The system is supposed to detect if a customer's reference number is entered twice, but it didn't flag this up as it is supposed to do.
I've been busy with changes to user roles - I'm still getting just under a dozen a day. It's starting to get tedious, but one of the consultants said that this is quite common. He indicated that one project he was on had changes being made to the user roles every day 3-4 months after their go-live. I sure hope that's not the case with us as I have lots of other work that I need to be doing. Most of this is stuff that has been delayed because of the SAP implementation and we need to be getting on with catching up.
I've also heard some complaints from senior managers. They want specific reports daily / weekly and what they are getting is not what they want. We were told by the consultants that all of this was standard and they gave us transaction codes for reports - but it turns out that some of these don't actually give us what we asked for. One in particular is a report that indicates sales invoiced, but the figures that it is producing make no sense at all. We also had a labor report that seems to indicate that efficiency levels are about a quarter of what they were a few months ago.
On the plus side, people are starting to get to grips with the program. I don't get so many people locking themselves out because they entered the wrong password. They are still slow at using it though, but that's probably because they are still finding their way around; it's going to take a few months for them to pick up some speed. We had a few complaints about speed on a couple of occasions, but we were able to identify that someone else was running a report or other process that was tying up resources - hopefully, we have now put a stop to that.
In particular, we found some workflow items that had been set-up by a consultant that were failing every time they ran. We had run into this before and with the SAP support had found out how to correct this; we were able to do the same this time.
In addition, we had some feedback from the SAP Earlywatch check. They basically indicate that our systems have more than enough processing power / memory to run the program. This contradicts what the director of the consultants tried to tell us some months back (he insisted that we didn't have enough memory). They also made some suggestion about settings which we have now implemented, and some others about security permissions which we can't just yet.
My staff and I now have a basic routine in place to check on the system performance although I think we need a bit more experience to be able to understand the results better. Unfortunately, we have nothing to judge the results against - I have no way of knowing if we are doing a good job or not, or if the results are good, bad or indifferent.
Oh well, such is life. I suppose that these are mostly the types of teething problems that everyone gets with a new product.
Sunday, 4 October 2009
Week 1
Well, the first 7 days have gone by, and so far things are not looking too bad. If it carries on like this, then I for one will be quite pleased.
First thing on Monday morning, I was in very early. I'd made a point of getting as many people as possible to logon in last week to make sure that they knew their username / password and that they could actually get access to the production system. However, I suspected that there would be a few phones calls and I wasn't dissappointed! I had about 5 people had managed to forget their password and completely lock themselves out of the system - I was able to talk them thru getting back on. This was fewer than expected, so I was quite pleased.
Later, I had a few questions about access permissions - although we had spent a lot of time working these out, it was clear that there would still be issues after we had gone live. Some of the decisions proved to be a bit optimistic and it was found that we needed to give some of the lower level staff access to more than had been originally agreed. Again, I expected this, so it wasn't that big a deal for me - but it was for some of the managers, as they want everything done imediately and with SAP that is not always possible.
We've developed a reasonably satisfactory process for getting these changes authorised, but people still try to bypass the process and get very irate when I send their requests back to them with the instructions. However, they will learn eventually. I am getting more than I expected, about 8 -10 a day. Hopefully that will tail off in the next week, but I'm not convinced it will as I'm sure that they didn't check all of the variants prior to go-live.
We had one major discussion - a few weeks ago, there was a request for a change which I said was a bad move as it could cause a potential problem. That request was then reversed a few days later as our Operations guy found out for himself just how bad it could be. But then a week later, he changed his mind again - we needed this to allow the project team to push things thru. Then there was huge problem caused by one of these guys using the permissions inappropriately, so it was taken off - and then added back on again a week later. We've had an SAP Earlywatch report and they identified that this was major issue and that we should remove this permission - so I had to sit in a room and explain to the CEO why the project team had been given it in the first place!
There's one rather odd problem with the Sales documents - for some reason, they are printing an extra blank page in between the normal pages, so a 3 page page document comes out as 6 pages. We've got one of the consultants coming in ths week and it's been highlighted that they should look at this - I suspect that it's a formatting issue, but I haven't had the chance to work with some of these documents so I'm reluctant to play around with it at this stage.
The SAP production system is working well. So far, no complaints about speed. It's clear that some staff didn't get enough training as they are taking a lot longer to carry out a function than they should - again, I suspected that this would be the case. I felt that many had not had sufficient actual hands on work, but it was difficult to fit this in. I'm sure that they will pick up speed, they just need to concentrate on using the product.
One thing that I'm bothered about, is that some staff are still using the old legacy systems. They said that they were just referring to old data, but why would they need to? The same data is in the new system, and is just as available. I think it is a bit of a comfort blanket, and as such, I feel that it is probably OK to leave them alone for the present. However, I don't feel that we should let them use these older systems for too much longer as the data will quickly get out of step.
Anyway, so far, so good. There have not been the more serious problems that I dreaded, so this weekend I've had the chance to relax and take things easier. We are not out of the woods yet, but if it continues as it all did this week, then I for one will be quite relieved and very happy.
First thing on Monday morning, I was in very early. I'd made a point of getting as many people as possible to logon in last week to make sure that they knew their username / password and that they could actually get access to the production system. However, I suspected that there would be a few phones calls and I wasn't dissappointed! I had about 5 people had managed to forget their password and completely lock themselves out of the system - I was able to talk them thru getting back on. This was fewer than expected, so I was quite pleased.
Later, I had a few questions about access permissions - although we had spent a lot of time working these out, it was clear that there would still be issues after we had gone live. Some of the decisions proved to be a bit optimistic and it was found that we needed to give some of the lower level staff access to more than had been originally agreed. Again, I expected this, so it wasn't that big a deal for me - but it was for some of the managers, as they want everything done imediately and with SAP that is not always possible.
We've developed a reasonably satisfactory process for getting these changes authorised, but people still try to bypass the process and get very irate when I send their requests back to them with the instructions. However, they will learn eventually. I am getting more than I expected, about 8 -10 a day. Hopefully that will tail off in the next week, but I'm not convinced it will as I'm sure that they didn't check all of the variants prior to go-live.
We had one major discussion - a few weeks ago, there was a request for a change which I said was a bad move as it could cause a potential problem. That request was then reversed a few days later as our Operations guy found out for himself just how bad it could be. But then a week later, he changed his mind again - we needed this to allow the project team to push things thru. Then there was huge problem caused by one of these guys using the permissions inappropriately, so it was taken off - and then added back on again a week later. We've had an SAP Earlywatch report and they identified that this was major issue and that we should remove this permission - so I had to sit in a room and explain to the CEO why the project team had been given it in the first place!
There's one rather odd problem with the Sales documents - for some reason, they are printing an extra blank page in between the normal pages, so a 3 page page document comes out as 6 pages. We've got one of the consultants coming in ths week and it's been highlighted that they should look at this - I suspect that it's a formatting issue, but I haven't had the chance to work with some of these documents so I'm reluctant to play around with it at this stage.
The SAP production system is working well. So far, no complaints about speed. It's clear that some staff didn't get enough training as they are taking a lot longer to carry out a function than they should - again, I suspected that this would be the case. I felt that many had not had sufficient actual hands on work, but it was difficult to fit this in. I'm sure that they will pick up speed, they just need to concentrate on using the product.
One thing that I'm bothered about, is that some staff are still using the old legacy systems. They said that they were just referring to old data, but why would they need to? The same data is in the new system, and is just as available. I think it is a bit of a comfort blanket, and as such, I feel that it is probably OK to leave them alone for the present. However, I don't feel that we should let them use these older systems for too much longer as the data will quickly get out of step.
Anyway, so far, so good. There have not been the more serious problems that I dreaded, so this weekend I've had the chance to relax and take things easier. We are not out of the woods yet, but if it continues as it all did this week, then I for one will be quite relieved and very happy.
Sunday, 27 September 2009
Here we go
Well, that's it. No more prevaricating, no more delays. Tomorrow is the day - SAP go live day. No further hold ups, no excuses. It doesn't matter if we are ready or not, here we go.
The last few weeks have been crazy - the amount of work, mind numbing. Everything else went out of the window apart from the SAP project. All calls from suppliers and cold callers were turned away - all meetings cancelled apart from the project team meetings. And the last couple of weekends, we have all worked our butts off, to do the best we can to make sure we are ready.
There have been a few issues with the data load - it started OK, but then one set failed and it took several hours to find the problem. It turned out that one of the consultants had made some changes in the Development system which had been transported to the Test system but not the Production system. As a result, the data load worked in one, but fouled up in the other. OK that got fixed, but we uncovered some more items like that which delayed the process each time. We started to get a bit worried - in the end, all of the static data is done, we just have a few items left to do, but they are live data items so can be loaded over the next few days. W also found that some pricing information was way out - a change had been made to some data, and no-one knew about it. A minor issue, but it held things up becase we had to find out why.
There was also an issue with some of the product information - the consultants had been asked to make a minor change to allow for a particular piece of data we need to allow us to report on in a particular way - they had done some work, but it was wrong and we only uncovered this when the production manager ran a report. It hasn't been fixed yet, but they say that they'll have a solution in the next 2 days.
There was also a bit of friction between finance and sales - the sales people had cleaned up their data, but left a load of customer information in as they wanted to be able to track marketing effectiveness. The problem was that when finance started to look at it, they found some companies that no longer existed due to M & A activity, plus some that have unfortunately closed due to the economy. I can see the problem from both sides and normally I don't think it would be that big a deal, but everyone is now getting very tense, so smaller issues get blown up out of proportion.
The consultants got a guy to do a check of the hardware and configuration to make sure it's all OK. He sent thru some suggestions for parameter changes which I did on Friday. I checked and all was fine - but first thing Saturday, I got a call to tell me the system had fallen over. I quickly restarted and it seemed all right, but thought I should go in to be safe - a good job too as it fell over again. I looked at the log and realised that it was referring to a problem with one of the parameter changes, the value they had given me was totally out. Having put it back to the way it was, everything carried on ticking over.
The project team have been doing a lot of data check and testing of processes, far more than the consultants said we needed, but not as much as I think we need. I'm not convinced that the guys have been able to test all of the different scenarios or variants - but there's no time left to do any more.
My eldest was invited to a party for a friends birthday - her father was throwing a barbecue, so after I finished yesterday, I dropped by. It was really busy and it was nice just to sit with a beer with the sun going down and not have to think about too much. However, I got talking to to guy that used to work for a company that installed SAP a few years ago. We compared stories and although it was an earlier version, and different consultants, it was a strangely familiar tale. I am glad that it's not just us - it may sound crazy, but it helps when you look at something that's wrong and you can feel that other people have been here before.
Any way, there we are. In total, we have spent just over 3 years on this project, just under 30 months of that with SAP. I haven't seen the final costs and I know that the FD is holding back a couple of invoices and he says he won't pay them to make sure that we don't get left without access to proper consultant support (although I suspect we might be better off going elsewhere). However, the project cost seems to be a little under $1.5 million for the consultants and software - we think that with all the work our people have put in, we have spent another $750,000. Has it been worth it? Only time will tell.
Going to get a good nights sleep - early start tomorrow. I'm not sure how I really feel about it, it almost seems to be unreal. I really don't know what to expect - I'm hoping it will go well, but just a bit afraid that it won't. Still it's too late to worry about it know, just got to get on and deal with it the best we can. I think that the coffee machine is going to be working overtime this week.
I'll try to post more over the next few weeks so that you can see how things turn out.
The last few weeks have been crazy - the amount of work, mind numbing. Everything else went out of the window apart from the SAP project. All calls from suppliers and cold callers were turned away - all meetings cancelled apart from the project team meetings. And the last couple of weekends, we have all worked our butts off, to do the best we can to make sure we are ready.
There have been a few issues with the data load - it started OK, but then one set failed and it took several hours to find the problem. It turned out that one of the consultants had made some changes in the Development system which had been transported to the Test system but not the Production system. As a result, the data load worked in one, but fouled up in the other. OK that got fixed, but we uncovered some more items like that which delayed the process each time. We started to get a bit worried - in the end, all of the static data is done, we just have a few items left to do, but they are live data items so can be loaded over the next few days. W also found that some pricing information was way out - a change had been made to some data, and no-one knew about it. A minor issue, but it held things up becase we had to find out why.
There was also an issue with some of the product information - the consultants had been asked to make a minor change to allow for a particular piece of data we need to allow us to report on in a particular way - they had done some work, but it was wrong and we only uncovered this when the production manager ran a report. It hasn't been fixed yet, but they say that they'll have a solution in the next 2 days.
There was also a bit of friction between finance and sales - the sales people had cleaned up their data, but left a load of customer information in as they wanted to be able to track marketing effectiveness. The problem was that when finance started to look at it, they found some companies that no longer existed due to M & A activity, plus some that have unfortunately closed due to the economy. I can see the problem from both sides and normally I don't think it would be that big a deal, but everyone is now getting very tense, so smaller issues get blown up out of proportion.
The consultants got a guy to do a check of the hardware and configuration to make sure it's all OK. He sent thru some suggestions for parameter changes which I did on Friday. I checked and all was fine - but first thing Saturday, I got a call to tell me the system had fallen over. I quickly restarted and it seemed all right, but thought I should go in to be safe - a good job too as it fell over again. I looked at the log and realised that it was referring to a problem with one of the parameter changes, the value they had given me was totally out. Having put it back to the way it was, everything carried on ticking over.
The project team have been doing a lot of data check and testing of processes, far more than the consultants said we needed, but not as much as I think we need. I'm not convinced that the guys have been able to test all of the different scenarios or variants - but there's no time left to do any more.
My eldest was invited to a party for a friends birthday - her father was throwing a barbecue, so after I finished yesterday, I dropped by. It was really busy and it was nice just to sit with a beer with the sun going down and not have to think about too much. However, I got talking to to guy that used to work for a company that installed SAP a few years ago. We compared stories and although it was an earlier version, and different consultants, it was a strangely familiar tale. I am glad that it's not just us - it may sound crazy, but it helps when you look at something that's wrong and you can feel that other people have been here before.
Any way, there we are. In total, we have spent just over 3 years on this project, just under 30 months of that with SAP. I haven't seen the final costs and I know that the FD is holding back a couple of invoices and he says he won't pay them to make sure that we don't get left without access to proper consultant support (although I suspect we might be better off going elsewhere). However, the project cost seems to be a little under $1.5 million for the consultants and software - we think that with all the work our people have put in, we have spent another $750,000. Has it been worth it? Only time will tell.
Going to get a good nights sleep - early start tomorrow. I'm not sure how I really feel about it, it almost seems to be unreal. I really don't know what to expect - I'm hoping it will go well, but just a bit afraid that it won't. Still it's too late to worry about it know, just got to get on and deal with it the best we can. I think that the coffee machine is going to be working overtime this week.
I'll try to post more over the next few weeks so that you can see how things turn out.
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