SAP An Executive's Comprehensive Guide,9780471249924

SAP An Executive's Comprehensive Guide

by ; ; ; ;
Edition: 71st
ISBN13: 9780471249924
ISBN10: 0471249920
Format: Hardcover
Pub. Date: 1998-06-15
Publisher(s): Wiley
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Summary

* Covers all key technical SAP aspects of concern to IS professionals

Author Biography

GRANT NORRIS, BS, MBA, is a senior director in Coopers & Lybrand’s National SAP practice based in Philadelphia, Pennsylvania. He has worked designing and installing enterprise systems for a variety of organizations in Canada, Europe, the Middle East, and the United States. He has been implementing SAP software since 1988, starting with SAP R/2. IAN WRIGHT, BS, is a manager in Coopers & Lybrand’s National SAP practice based in Philadelphia, Pennsylvania. His background is in designing and installing financial systems with C&L and other major consulting firms. He has worked with SAP software in Europe and North America since 1990. JAMES R. HURLEY, BA, MBA, CAGS, CPA, is the partner responsible for Coopers & Lybrand’s National SAP practice in the United States based in Philadelphia, Pennsylvania. He has a strong background in applying technology to business with C&L and other Big 6 consultancies. He has been implementing SAP R/3 in North America since its introduction in the U.S. in 1992. JOHN DUNLEAVY, BA, MBA, ABD, CPA, is a senior partner in Coopers & Lybrand’s Telecommunications, Media, and Utilities group based in Parsippany, New Jersey. He is the coauthor of Reinventing the CFO: Moving from Financial Management to Strategic Management. He has been involved in implementing SAP R/3 since 1995. ALISON GIBSON, MA, CMA, is a manager in Coopers & Lybrand’s Integrated Strategic Services practice based in Philadelphia, Pennsylvania. She has experience in designing and installing information systems and now specializes in IT strategy. She has worked in the installation and selection of SAP software in Europe, North America, and the Pacific Rim since 1988.

Table of Contents

PART I: THE EXECUTIVE VIEW 1(94)
Chapter 1 Who Is SAP, and What Is R/3?
3(12)
SAP at 25
3(2)
R/2 and R/3: The Highlights
5(2)
Why You Might Consider Installing R/3 in Your Business
7(2)
SAP's Strategy
9(2)
Why Is SAP So Successful?
11(1)
Is SAP in Your Future?
12(3)
Chapter 2 What Is the Business Case for Implementing SAP Software?
15(14)
Begin with Information Technology Strategy
15(4)
Key Themes of Concern to the Chief Information Officer
19(3)
What Is ERP Software and Why Would It Benefit a Company?
22(1)
Distinguishing Features of SAP
23(1)
Building the Business Case
24(3)
Business Case Essentials
27(2)
Chapter 3 How Will an SAP R/3 Implementation Affect Finance Organizations?
29(12)
CFO: From Finance Management to Strategic Management
29(11)
How SAP Software Affects the CFO and the Finance Organization
40(1)
Chapter 4 How Will an SAP R/3 Implementation Affect Manufacturing, Distribution, and Sales Organizations?
41(12)
Manufacturing Issues
41(3)
Distribution and Logistics Issues
44(6)
Sales Issues
50(3)
Chapter 5 Are We Ready to Implement SAP R/3?
53(16)
Common Myths about SAP R/3 Implementations
54(2)
Get Real Regarding Resources
56(3)
Can We Do It Ourselves?
59(1)
Company Personnel Are the Key
60(1)
Program and Project Management
61(3)
Why Executive Buy-In Is Essential for Project Success
64(1)
10-Point Readiness Checklist
65(4)
Chapter 6 What Do I Need to Know About SAP R/3 Functionality?
69(10)
Architecture
71(2)
Finance
73(1)
Logistics
74(1)
Human Resources
75(1)
Industry Specific
76(3)
Chapter 7 What Will the R/3 Implementation Entail? An Executive Overview
79(10)
Risk Management
80(1)
Program and Project Management
81(2)
Change Management
83(1)
Process Redesign
84(3)
Methodologies
87(2)
Chapter 8 Competitors to SAP
89(6)
The Big Four
89(4)
Where Will They Be in 2000?
93(2)
PART II: THE IMPLEMENTOR'S VIEW: TOOLS AND ISSUES 95(80)
Chapter 9 Partnering for Success: Proceed with Care
97(10)
Why Use a Consulting Partner?
98(1)
Types of Consulting Partners
98(2)
SAP's Consulting Presence
100(1)
Seek Counseling, Not Just Consulting or Implementation
101(1)
Using Multiple Consultants
102(1)
Key Questions to Ask when Selecting a Consultant
103(1)
Other Things to Look for in the Consulting Relationship
104(1)
Getting the Most Out of Consultants
105(2)
Chapter 10 Methodologies
107(12)
Benefits of Using a Methodology when Implementing R/3
108(3)
Similarities in All R/3 Methodologies
111(1)
SAP's ASAP Methodology
111(2)
Summit R/3 Methodology
113(6)
Chapter 11 Tools
119(8)
Implementation Team Tools
119(6)
End-User Tools
125(1)
Bolt-On Software
126(1)
Chapter 12 Process Redesign
127(12)
How R/3 Helps with Process Redesign
130(2)
Approaches to Redesign
132(1)
How to Redesign with SAP
133(1)
Designing the To-Be State
134(3)
Documenting the To-Be State
137(1)
Four Keys to Success
137(2)
Chapter 13 Risk Management
139(8)
Four Steps in the Risk Management Process
139(8)
Chapter 14 Project and Program Management
147(16)
Project Management
147(2)
Project Structures
149(6)
Project Planning
155(2)
Project Execution and Control
157(2)
Program Management
159(4)
Chapter 15 Change Management
163(12)
Easier to Manage Change During Growth
164(1)
Risks to Organizational Change
164(2)
Change Management Process
166(3)
Change Management Approach
169(2)
Organizational Culture and Its Relation to Change
171(2)
A Final Word
173(2)
PART III: THE IMPLEMENTOR'S VIEW: THE IMPLEMENTATION PROCESS 175(84)
Chapter 16 Understanding Enough about R/3 Functionality to Drive the Implementation Process
177(34)
Architecture
183(1)
Finance
184(7)
Logistics
191(8)
Human Resources
199(6)
Industry Specific
205(6)
Chapter 17 Initiation and Planning
211(8)
Project Initiation
212(2)
Strategy Analysis
214(1)
Process Design
215(2)
Start Right
217(2)
Chapter 18 Getting SAP in Place
219(8)
Prototype
219(2)
Develop
221(1)
Transition
222(2)
Sustain
224(3)
Chapter 19 Deployment Options
227(10)
Factors That Affect Deployment and the Approach Taken
228(2)
Keys to Deployment Success
230(1)
Problems Commonly Faced in Deployment
231(1)
Implications of Poor Deployment
232(1)
Deployment Examples: Successful and Unsuccessful
233(4)
Chapter 20 Integration Management
237(8)
SAP System Architect
239(1)
Tasks of Integration Management During the Phases of the Implementation Life Cycle
239(4)
Integration Management Is Key
243(2)
Chapter 21 SAP Tools
245(4)
Business Engineering Workbench
245(2)
SAP's Demo Model
247(1)
Business Engineer
248(1)
Chapter 22 Third-Party Tools
249(10)
Implementation Tools
250(2)
Archiving and Warehousing Tools
252(2)
System and Network Management Tools
254(1)
Communication Tools
255(3)
Scan the Marketplace
258(1)
Glossary 259(10)
Index 269

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