Session #3806 Migrating from 3.1h to 4.6c Michelle Hart Rockwell Collins.
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Transcript of Session #3806 Migrating from 3.1h to 4.6c Michelle Hart Rockwell Collins.
Session #3806Migrating from 3.1h to 4.6c
Michelle HartRockwell Collins
Page 2
Agenda
• Background– Rockwell Collins company overview– SAP installation – Project Systems implementation
• 4.6 Upgrade Project– Scope– Team structure– Schedule– Project administration– Development environment– Results– Future Plans
• Summary
How did Rockwell Collins
Move from 3.1H to 4.6C?
Page 3
Background
Page 4
Rockwell CollinsRockwell Collins provides aviation electronics and airborne/mobile communications systems for
commercial and military applications worldwide ...
Page 5
Rockwell Collins Locations
Melbourne
Singapore
MoscowLondonSeattle
Los Angeles
Paris
Dubai
Toulouse
Amsterdam
Frankfurt
Hamburg
Shanghai
TokyoBeijing
San Francisco Kansas City
Memphis
LouisvilleCedar Rapids
TulsaWichita
Montreal
Sao Jose
Santiago
Melbourne, FL
Dallas, TX
Dallas Atlanta
Minneapolis
Headquarters in Cedar Rapids, Iowa- >10,000 employees worldwide
Manufacturing Worldwide Service Manufacturing Worldwide Service
Cedar RapidsCoralville
ManchesterBellevue
Decorah
Pomona, CA
Irvine
Page 6
SAP Installation
• Before upgrade: – Version 3.1H– LCP's 1-72 – IS-AD 1.1C
• After upgrade: – Version 4.6C with DI 4.6C2– Support packs ABA 38,
Basis 37, APPL 37, HR 62
FIFIFinancialFinancial
AccountingAccounting
COCOControllingControlling
AMAMFixed AssetsFixed AssetsManagementManagement
PSPSProjectProjectSystemSystem
WFWFWorkflowWorkflow
ISISIndustryIndustry
SolutionsSolutions
MMMMMaterialsMaterials
Management.Management.
HRHRHumanHuman
ResourcesResources
SDSDSales &Sales &
DistributionDistribution
PPPPProductionProductionPlanningPlanning
QMQMQualityQuality
ManagementManagementPMPM
PlantPlantMaintenanceMaintenance
R/3Client/Server
ABAP/4
Page 7
•purchase order•plant stock (remote)
•travel costs•legacy system costs
•plant stock (local)
•line item in a sales order•profit center
•general ledger•cost center
labor costs
•cost center•activity type
activity
network header
earned value milestone
Network
work
general cost
activity elements component
Work Centerwork center
project defProject
projectmilestone
cost plan
budget
WBS element
revenue plan
PS Data Model
Page 8
Project Systems Statistics
• 5,300 projects• 43,000 WBS elements • 6,800 networks• 365,000 activities/activity
elements• 900 work centers• 4,500 direct charge employees
(WIN users)
Page 9
4.6 Upgrade Project
Page 10
Senior Management Commitment
• Why did senior management commit to the upgrade?– Wanted to remained on a
system supported by SAP– Continuation of original
business case for SAP• Integration
• Maintenance of the system
– Building the infrastructure for the future
• i.e. Service module
Page 11
4.6 Upgrade Project Scope
• Project scope:– Upgrade from 3.1H to 4.6C with DI 4.6C2– Install new hardware– No new processes unless required by 4.6– No new functionality unless required by 4.6
• Why such a limited approach?– Recommendations from ASUG– Already had enough complexity to manage!
• New hardware
• New software
• Short schedule
• Lots of people
Page 12
4.6 Upgrade Expectations
• Conversion complete within weekend window• Project cost within budget• No impact to business processes
– Technical issues– Performance issues
• Users are trained and prepared for upgrade
Page 13
Project Team
Project Lead
Testing Lead
TrainingLead
CutoverLead
CommunicationLead
Technical Leads(thread specific)
Basis Security
Technical Teams
Extended Teams
Page 14
Delta Training
Marketing & Broad Based Communication
Cold
FY02June July Aug Sept
FY03Oct Nov Dec Jan Feb Mar Apr May
4.6 Planning
Frozen
Go-Live
Cool
Fit/Function
Prepare Training Material
Integration Test
4/18/03
Post Support
Schedule
Std
Dress Rehearsal
Development Quiet Periods
Business Sim
Page 15
Fit/Function• Purpose:
– Systematic check out of all transactions, reports, and batch jobs in a 4.6C client
– Focus within a specific thread (i.e. Project Systems, Sales & Distribution)
– Unit test security roles
• Mostly done by core team– Some threads used
extended team resources
Page 16
Integration Test• Purpose:
– Test a sequence of steps, possibly across threads– Verify bolt-ons (i.e. time charging systems)– Test the security composite roles
• Performed by extended team (most threads)– Project Systems used
technical team members not involved in fit/function
Page 17
Business Simulation• Purpose:
– End-to-end simulation of business processes as the users perform them
– Validate the converted user IDs
• Used the dress rehearsal client• Performed by the users
Page 18
Dress Rehearsal• Purpose:
– Simulate the upgrade weekend activities
• Copied 3.1H production client and took it through the upgrade process
• Measured timing• Used a detailed MS Project WBS to track progress
and verify sequence
Page 19
Cutover
• All activities performed the upgrade weekend• Used WBS validated during the dress rehearsal• Included:
– Deactivation and later reactivation of the bolt-ons– Technical upgrade process– Special processing (i.e. data conversions, non-transportable
configuration)– Batch jobs– Business resumption processing (i.e. enter data that could not
be recorded during the weekend)
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Prepare Training Material
• Different approach in different threads– Update existing training material– Develop new “delta” training material– Combination of both
• Goal was to get all existing training material updated– Distinguished between go-live
critical and non-critical– Made sure critical was ready
in time for training– Remainder finished as time allowed
Page 21
Delta Training• General navigation training CBT for everyone• Thread-specific delta training
– Specific differences between 3.1H and 4.6C
• Focus on super users– Did not try to retrain everyone
• Project Systems offered two delta courses– Plan & Manage projects (4 hours) – Manage Work Centers (1 hour)– Instructor-led presentation/demo– Users had access to a sandbox client
for experimentation
Page 22
Communication
• Internal– Weekly status meeting with all leads– Regular meetings for training, security, fit/function,
integration test, business simulation, and cutover as appropriate
• External– Extended team meetings– Senior management meetings– Face-to-face meetings at regional sites– Company-wide newsletters– 4.6 Upgrade web site
Page 23
Project Administration
• Tracked cost, schedule, and performance in SAP– Baseline established at start of project using estimates for cost
and schedule– Used earned value to track performance
• Level of effort (BCWS = BCWP) for management activities
• Estimates method (claim %) for testing and training activities
• Used detailed Excel spreadsheets to track % complete for each phase– Fit/function: % of transactions,
reports, and batch jobs validated– Integration and Business Simulation test:
% of test steps complete
Page 24
Project Administration
Page 25
Frozen
Development Quiet Time• Cool
– Reduce changes in 3.1H environment– Only start what can be finished before end of December
• Cold– Do not start any new projects in 3.1H– Finish any 3.1H projects in process
• Frozen– Objective: No changes in 3.1H!– Emergency (production down) fixes only
• Why was this needed?– If we change 3.1H, we have to make the same change in 4.6C– The later the changes are made, the fewer rehearsals and less test
time we have in the 4.6C client– Risk: Untested changes in 4.6C will break the upgrade process – Risk: Untested changes in 4.6C will not work after the upgrade
ColdCool
Page 26
Scope Court
• Members:– Project leadership team– Representatives from all threads
• Responsibilities:– Review all 4.6C process and functionality change requests– Review all 3.1H change requests during the frozen period
• Process:– Requester fills out a template the describes the change and
the business case– Scope court reviews and approves, rejects, or asks for more
information
Page 27
Development Client Strategy
PT33.1H prototype
CM33.1H master
QA33.1H test
PR13.1H production
UPT4.6C prototype
UPG4.6C config/test
UPY4.6C dress rehearsal
Upgrade process
4.6 transports
TRx4.6C training
Existing 3.1H environment
4.6C upgrade environment
4.6 transports
Page 28
4.6 Upgrade Project Results• Took the 3.1H system at 7:00 PM
Thursday• Released SAP 4.6c to users on
schedule at 5:00 AM Monday• No major problems during the upgrade
weekend– Did lose seven hours due to a server
problem– Had enough slack in schedule to absorb
the delay
• All significant problems resolved by the end of week #1
• All major project milestones met• Under cost budget
Page 29
Critical 4.6 Upgrade Timings
*SAP & Bolt-On Testing
Activity Hours
Run Business Critical Batch Jobs 3
Basis Upgrade, Transports & Processing 23
Security Special Processing 7
Thread Special Processing 4
Readiness Testing & Data Validation 8
Post-Batch Job Processing 3
Labor Processing 4
MRP Processing 18
Page 30
Total Project Statistics
Step Size
Fit/function Validated 4468 transactions, reports, and batch jobs
Integration test Completed 913 tests
Business simulation Completed 277 tests
Training material 282 training modules updates
Delta training Trained 5000+ people, 203 classes, 24 locations
Page 31
Project Systems Statistics
Step Size
Fit/function Validated 53 transactions, 73 reports, and 5 batch jobs
Integration test Completed 20 tests
Business simulation Completed 19 tests
Training material Updated 43 training modules (process and transaction)
Delta training Trained 200+ people in 4 different locations
Page 32
Project Systems EffortStep Effort (hours)
Project management 260
Fit/function 570
Integration test 290
Business simulation test* 270
Dress rehearsal 30
Training material 380
Delta training 80
Cutover 100
Support after go-live 120
TOTAL 2100
* Most of the effort for this activity was performed by people from the Business Units. The Business Unit effort is not included in this number.
Page 33
Project Systems Upgrade Challenges
• Converting to use SAP standard cost-to-complete (CJ9L/CJ9M)– Different logic than 3.1H A&D solution
• Had to do core mods to make it work the same
– Does not support computation for a single activity or WBS element
• Had to write a “shell” program to provide this capability
• Implementing 3.1H core mods– Disable use of forecast work (use basic
work for all calculations)– Fairly easy to re-implement in 4.6
Page 34
Project Systems Upgrade Challenges
• Personnel assignments to work centers– Much tighter coupling between
HR and Project Systems– User could get access to sensitive
information (i.e. birthdays, social security numbers) that they did not have access to in 3.1H
– Had to spend a lot of time fixing the security gaps
Page 35
Things We Don’t Like About 4.6
• Functionality of parameter on selection screens
– Does not include subordinate objects– Works differently than project, WBS, or network selection– Submitted OSS message to SAP, but they would not fix it
• Inability to calculate cost-to-complete for single activity or WBS element
– Entire project or network is processed, regardless of the parameters on CJ9M variant
– Submitted OSS message to SAP, but they will not fix it
Page 36
Things We Like About 4.6
• Ability to perform confirmations from CN22 (Change Network)
• Ability to stop transactions• Ability to start another session while one
is running• Customizable tables for data entry
– Relevant data all on one screen (most of the time!)
• Supported by SAP!
Page 37
Future Plans• Have identified several new
features to investigate– Project Builder– Bi-directional interface with MS
Project– New cost report formats
• Prioritize and fund after upgrade is complete
Page 38
Summary• Executive level support• Partnership with the Business Units
– Viewed as an enterprise initiative
– Extended team support was critical!
• Experienced core team– Process experts
– Technical experts
• Good project management– Risk management – avoided problems!
– Limited scope to upgrade only
– Tightly controlled 3.1H and 4.6C environments
– Well planned schedule
– Well executed training and communication strategy
These were our critical
success factors!
Thank you for attending!Please remember to complete and return your evaluation form following this session.
Session Code: 3806