System implementation tips…

A million and one (and counting…) of these already, but here’s my view. This is based on my experience with the SAP ecosystem, but I am fairly certain that most of it applies to most other ERP- and ERP-like enterprise software packages as well. It is more or less the antithesis to the large, System Integrator (SI)-driven business transformation programs that I have been part of for the last years, but these are hard learnings based on many hours of my life so that must count for something – right?

So, very quickly why doesn’t the “business-as-usual” approach work?**:

  • “Waterfall” project models give a very long feedback cycle on the quality of the chosen solutions as the whole project is effectively design-build-test-deploy-evaluate. The long feedback cycle also prevents effective business feedback on the solution because the “real users” don’t see it before it is too late to make significant changes. To quickly and effectively deal with unforeseen technical issues and weak business requirements you should aim for design-build-validate (cyclic) and then test-deploy (linear).
  • Functional silo-thinking overlooks end-to-end solutions: In any (complex) business process, end-to-end alignment is king because the hard part is not solving a problem, the hard part is solving one problem without causing five new ones in a different area of your end-to-end process.
  • Functional silos impede progress: If the focus from program management in designing/building/testing (and this might be typical for SI-driven programs) is “why do you have so many issues in sales” then the challenge for any functional team will be to reduce the number of issues – not to deal with the issues causing the biggest impact for other areas. This might paradoxically lead to cases where teams prioritise the simple issues to make their stats look better, rather than solving the hard problems that genuinely impede progress and reduce solution quality. Defects and other issues should therefore be rated in order of their importance, but the criticality needs to be two-axis, both business/solution impact and project/progress impact.
  • Functional silo thinking prevents focus on real results: The ultimate goal is a successful business transformation – not just a successful golive. So instead of a focus on outputs, the focus must be squarely on achieving the desired outcomes.

**Obviously, it does work in the sense that stuff gets delivered. My claim is just that by following these guidelines you’ll be able to get a) more stuff done that really matters b) more done for less money invested.

Now, in terms of more practical advice, here are a few of the most important points for me:


  • After basic solution scoping and initial design of the solution, adopt a semi-agile approach instead of the normal design/build/test/deploy waterfall:
    • 1) Configure/develop the basic standard process and test with the business experts to ID gaps in functionality.
    • 2) Build the “core integration” (interfaces) and major functional enhancements that significantly impact the process flows. Repeat testing/validation to fix issues and ID additional gaps.
    • 3) Once the basic process is stable and working E2E, build on other functional enhancements and “cosmetics” such as outputs, forms etc. that are necessary but has less impact on the E2E process flow and stability of the process (this would include any unavoidable, legally-mandated outputs etc. because they may be important but they do not change the process)
    • 4) Feed each sub process into the testing cycle once it is ready (or via a stage-gate procedure to allocate scarce resources between development and testing).
      This should mean that the most basic flows and those with the highest business benefits are handed over to testing first and receive the most attention.
  • Use a project manager/lead for each E2E process to manage scope, ensure gaps are constantly prioritised and that overall progress is maintained.
  • For integration- and acceptance testing with more people/functions involved, a key metric should be rate of flow, which can be helped by “loading the test pipeline from the back”. This means e.g. making OTC-scripts that are simple in sales/logistics and complex in finance and then building up the complexity in sales/logistics gradually. This should ensure that you quickly get testing to a stage where everyone has stuff to work on, instead of having massive complexity in sales blocking logistics and finance from doing anything for a long time.



  • Use a small team of business experts and system experts with focus (= 100% assignment to the project) and a clear mandate to make decisions on behalf of the business. Only expand the team if it is absolutely needed to fulfil specific needs in terms of capability or capacity. Work normally expands to fill the available hands anyway and having as few people in the loop as possible reduces complexity and speeds up issue resolution.
  • Let the business leads decide whether to add more people to the project or not, not the SI. When what you are selling is people’s time, it’s no wonder that the automatic response to any sign of trouble usually is “we need more people”. Your business leads will normally be able to judge whether there is really a benefit of more people or whether the marginal cost/complexity of enlarging the team outweighs any benefits (because at some point it will…).
  • Build the project organisation on a process-based E2E structure and responsibility, e.g. an MTC-team responsible for making the entire market-to-cash process work instead of only the sales part of the process. Use these teams to ID the process variants of the business and prioritise them based on business value (usually share of revenue/profit), frequency of execution and customer impact as part of the initial scoping and design phases.
  • Functional alignment in sales, logistics etc. should be used as well, but mainly to prevent inconsistent approaches and conflicts where there are overlaps in configuration and functionality. Each process lead needs to be accountable for this cross-functional alignment activity as well.
  • Note that this is a big change in the way of working for many organisations, so if you’re concerned that this is too much to swallow, then start out with a functional organisation during requirements gathering and move into the process organisation towards the start of testing. A project like this will always be a matrix-structure anyway, so the only question is really which part of the matrix structure that leads and that should then change over time as the project progresses.


Requirements gathering:

  • When designing and building the solution, don’t aim to solve the business “how” but the business “why”. Differentiate between “business requirements” and “solution requirements”.
    A business requirement is a request for a specific output or outcome and it may be grounded in a real need – or it may be grounded or in legacy thinking, misunderstandings in what the system can do, stakeholder conflicts, weak/undocumented business processes and so on.
    A solution requirement on the other hand is an approved addition to the solution that has been screened and assesed based on at least three key criteria:

    • 1) It adds overall value to the business.
    • 2) It passes at least a very simple “value for money” test on business benefit vs. cost to implement.
    • 3) It is delivered in the most technically appropriate way, taking into account as many technical and business process considerations as needed (both long and short term).
  • Ensure that nothing is accepted as a solution gap unless the business rationale for the gap is captured and the impact is clear enough to be used for prioritisation. The key reason for this is that requirements change and/or become obsolete over time and so the rationale will be key to managing the solution after implementation. The rationale is what tells you whether something needs to be considered when new requirements come along or if it can comfortably be ignored or changed because its out of date.

And last but not least: If anyone comes in claiming that their solution design or approach is “best practice”, kick them out of the room as quickly as possible before they do any real damage… Always ask for rational for choosing something vs. your requirements. You’re not interested in what worked for others, you’re interested in something that will work for you 🙂


”Inverted” business cases…

As an architect, every so often you have to make a business case for something where you hit some unknown factors that can’t really be quantified, at least not without a significant margin for error. Two typical examples for me have been firstly “risk avoidance” type investments in process compliance tools etc. where there’s an upfront investment but no real ongoing business benefit (or even a minor ongoing loss due to lower process efficiency). The upside of an investment of that sort is typically to avoid audit failures, avoid submitting incorrect tax/duty reports etc. which may not happen, but will be extremely costly if they do.

The second part is a benefit where there is a profound disagreement among stakeholders on the value provided. One example of this scenario: Many consumer-goods companies have direct distribution to end-customers in many of their markets. A typical discussion is whether this distribution operation should be outsourced or kept in-house. Most factors in this discussion can be quantified; capacity requirements, fleet utilisation, running costs, driver qualifications, training and so on.

The one factor that definitely can’t be quantified (well, one of them, but a big one) is the value of having your own people visit the customer on a daily basis. Everyone agrees there is probably some value in this, but how much exactly and how much it is actually utilised is generally impossible to pin down. So, one suggestion to break the deadlock is to “turn the business case on its head”, meaning instead of asking “how much is this worth to me?” you ask “is this worth what I am paying for it?”.

In the example above, that means for example taking the difference between the two cost models and dividing by the number of customer visits made per year. That gives a cost per customer visit which is then the premium that we pay for the privilege/opportunity/hassle (depending on your viewpoint…) of distributing to the customers ourselves. Having that figure then allows for subsequent discussions along the lines of “what else could we get for that money?”, which then in turn allows you to zero in on the exact value for the business.

Using this approach doesn’t completely solve the problem of trying to quantify the unquantifiable, but it at least gives some options for asking questions, mostly along the lines of “does this seem like a fair price for what we are getting?” or “could we do more with the same money if deployed elsewhere?” etc.

These questions and answers in turn give a much greater clarity and a much more solid base for discussion than each stakeholder picking (and defending) their own random savings figure – which seems to be a fairly typical alternative.

To centralise or not – that is the question…

(…with all due apologies to Shakespeare and Hamlet)

Have been involved in a few of these discussions lately and many people seem to present the opinion that centralisation is the best, if not only, way to achieve order, efficiency and effectiveness. Consequently, if you are against centralisation you must by definition (almost at least…) be an anarchist or even a saboteur – because who else would be against efficiency and effectiveness?

However, in my experience (and at least at the process level where I do most of my work) the truth isn’t quite so black and white. My theory is that there is a rough normal distribution of a company’s processes, where both tails should definitely be either central or decentral, but also the majority is somewhere in the middle. In this middle band, you can pursue both strategies with almost equal chance of success, as long as you actually follow through on the decision. By ‘follow through’ I mean that you deal with the inevitable downsides of your decision, meaning:

  • Want to do central data creation and maintenance with a CoE-type setup? Well, you get central knowledge and you get the opportunity to leverage scale and over time build a real center of excellence to improve your business,. However, do your current processes support getting information from the people ‘on the coal face’ to the central team that executes changes – and do people feel a sense of shared responsibility and urgency? If you haven’t specifically addressed this and taken steps to analyse, influence and monitor, then the answer is likely to be a no.
  • Want to do decentral invoice approval? Great, you get a chance to promote accountability in the organisation and a very good chance to influence unfortunate spending habits where it really makes a difference (with the individual and/or department) – but you need to deal with training, turnover, more training, continuous policy enforcement, even more training for new joiners and so on.

So, the discussion on centralisation is now a strategy vs. execution discussion, where it isn’t what you decide that wins, but instead what you actually act on afterwards that matters. And, as Peter Drucker observed; “Culture eats strategy for breakfast!”, meaning that to strategise is comparatively easy, whereas influencing habits is usually very hard.

So, the next time you are in a room with someone discussing the benefits of centralisation, start probing them on whether they are aware of the consequences of the decision and if they are ready to follow through when it matters…

Defining architecture…

I was reading Gene Hughson’s last post yesterday – as usual well worth it – and found a link there that was very interesting. Especially the sentence: “Architecture represents the significant design decisions that shape a system, where significant is measured by cost of change” really struck a chord with me. Not only is it very relevant for what I do, it also very relevant for other people’s perception of what I do and how I add value to an organisation. Unfortunately not everyone gets this, but hopefully this explanation can be used to improve the understanding somewhat.