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8/17/2019 418 How to Be Successful With “Run SAP Like a Factory”
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How to be successful with Run SAP Like a Factory
Heiko Zuerker & Michael HofmannRockwell Automation
SESSION CODE: SM418
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Manufacturer of industrial automation
control and information solutions
World headquarters in Milwaukee, WI USA
Annual sales about $6.62 billion in 2014
400+ locations world wide
22,000+ employees
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SAP Support @
Corporate SponsoredSAP Program
SAP Support CenterVendorChange
Execution Model ChangeBudget Flat
10% LaborReduction
RSLF
2011 2012 2013 2014
42,000
48,000
44,00041,500
SAP related Incidents Single global SAP instance
8,300 medium & high active users
16 production SAP systems
46 TB production databases 2.7 TB Solution Manager
Top 5% in solution complexity benchmark
Business SponsoredSAP Projects
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Show Hands
Who has a network at their company?
Who has a Network Operations Center (NOC)?
Who has SAP?
Who has an Operations Control Center (OCC)?
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Run SAP Like a Factory…
Is a methodology
Is not about the tools
Is a lifestyle change
Will transform how you run SAP
Needs an OCC to be successful
Should be a function of IT Operations
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Why did we start implementing RSLF?
No comprehensive monitoring
Incomplete or lack of actionable monitoring
High level of manual monitoring
Stability and performance problems
Data inconsistencies
Minor issues escalated to critical incidents
Large volume of technical errors
Lot’s of noise and non-value add activities
ITIL compliant
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RCA
TechMon
BI
Why you should use Solution Manager
It’s the foundation for RSLF
The price is right
You have it, might as well use it
Becoming one comprehensive toolset
Consolidated landscape management
Better integrated than other toolsets
Single source of truth
ICC OCC
ALM BPMon
DashboardBPA
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SolMan 7.1 SP7
Agents-on-the-fly
Wily Introscope MOM
TechMon Portals
Our RSLF journey
2012 2013 2014
RSLF Workshops
SolMan 7.1 SP4
“OCC” Pilot BPMon
OCC Go-Live BPMon
Root Cause Analysis
TechMon all of Production
Retired CCMS
Cleanup BPMon & TechMon
Development Solution Manager
Support Pack 9 Testing
SolMan 7.1 SP10
Business critical IDOCs
Middleware Queues CRM & ECC
Critical BI process chains
Security Cleanup
Job Management
More BI process chains
SAP Content Servers
OCC Continuous Improvement
Alert prioritization
Self-Check & Self-Monitoring
SAP upgrades
TechMon BI, CRM, ECC
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Our RSLF investment
Design, planning, initial setup
128 MaxAttention days
2.5 FTEs
2012 2013 2014
2.5 2.5
5.55 67
RSLF Resources
Basis OCC
2012 2013 2014 2015
128
1650 60
MaxAttention Services
MaxAttention Days
No incremental cost increase
Reprioritized objectives
Reallocated resources
(estimated)
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OCC & RSLF Team
Onsite leadership, offshore execution
Dedicated resources
Leveraging freed up resources
Junior level OCC
3+ years Basis
Senior Basis Lead
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Planning
Phases are “just” another project
Keep phases short (max 6 months)
Do not try to boil the ocean
Avoid big-bang releases
Use small and easily achievable objectives
Deliver content frequently
Avoid scope creep
Make deliverables department level goals
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Example
High Level Scope
Detailed Scope
Kick-Off Review
Business Process Monitoring
Technical MonitoringECCCRM
BISNCSEM
SLDPI
Trex
PortalGTS
Preparation 10 Middleware Queues Weekly10 IDOCs Weekly
Buffer
Buffer
Phase x
Project Meetings
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High Level Process: Monitoring Delivery
Configure Acceptable? Request
No
Approved?
AlertForecast
(7+ days)
WriteGuided
Procedure
ReviewGuided
Procedure
No
Communicationto OCC
(Thursday)
Yes
Yes
Go-Live(Monday)
Functional Owner
OCC Lead
RSLF Basis
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Alert (Event) Management
Avoid noise
There are no “good alerts”
Not actionable? No alert! No exceptions!
No development or test alerts visible to OCC
No longer than 5 – 10 minutes per alert
Monitor overall alert volume
Alert notifications for critical alerts only
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RSLF & Continuous Improvement
Plan RSLF phases
Objectives
Requests
Build
Monitoring
Processes
Reports
Dashboards
Improve
Recurring events Problem management
Remove non-actionable alerts
Adjust or disable noisy alerts
Enhance guided procedures
Run
Alert volume
Review alerts
Review actions taken
Review escalations to incidents
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Everything comes together
EEM Data ReadinessBatchSystem Interfaces Process ChainsMiddleware IDOCs Transactions
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Stability issues
High level of manual monitoring
Incomplete or lack of actionable monitoring
No comprehensive monitoring of SAP landscape
Data inconsistencies between SAP systems
Minor issues escalated to critical incidents
Large volume of technical errors
Significantly more pro-active
Almost no manual monitoring
More transparency into health of SAP
More resources for incident management
Less impact due to resource reductions
Less escalations of systemic issues
How RSLF has transformed our Support
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What are we monitoring?
Batch Jobs
Middleware Queues
IDOCs
BI process chains
Number Ranges
Business Processes
Systems
…
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SAP Master Data incomplete between systems
Issue
Product Master data inconsistenciesbetween ECC and CRM lead toproducts NOT being available to order.
Better Partnership: OCC is able to inform the business when this condition occurs,allowing the business to proactively resolve the issue before product is ordered.
Solution
Enabled Queue Monitoring to inform theOCC when the master data does not postsuccessfully. The OCC then notifies theproduct master data team of theinconsistency to resolve.
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SAP Billing and Tax Details – Not in External Tax System
Issue
The RFC queue between SAP and ourexternal tax system (Vertex) wouldperiodically get “stuck”, stopping the flow
of tax details to Vertex. We would notbe aware until called by the business.
Better Service: The support team is informed of the situation assoon as it occurs and takes action before the business is aware.
Solution
Enabled Queue Monitoring to inform theOCC when the queue is in error orpending items exceed a threshold. TheOCC then notifies the Finance supportteam to take appropriate action.
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Incident reduction and “shift left”
Issue Analyst actions were to either ‘stop’ or
‘restart’ a job based on a user request or a
high priority incident from the enterprisescheduling tool.
Solution
Created guided procedures for ‘re-start job’actions and configured job alerts for late startor long running jobs to be handled by OCC.
Incident Management Event Management
2
13 12
70
5
73
25
0
10
20
30
40
50
60
70
80
Duplicates Cancel Restart Monitor Other No Action Action
CRM Services Batch Job Incident
Analysis(100 Incidents from 5/22 - 5/31 2013)
Savings: Hourly rate for OCCResources is less than the SAP
CRM IT Support Analyst rate.
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Providing Value – Sending Reports to Business
IssueSales order synchronization failssporadically between CRM and ECC.
SolutionEnabled Monitoring to notify the OCCwhen the condition occurs. The OCCthen delivers a list of failed orders to ourCustomer Care team.
Business Partnership:
• Helps the Business to proactively resolve issues before external customers are aware.
• Provides the Business with information that is otherwise hard to gather.
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Table inconsistencies
Issue
ECC SCM related tables (RESB /PLAF) become inconsistent and canlead to unnecessary purchase ordercreation that causes excessiveinventory to be ordered.
Hard Savings: OCC able to correct conditionusing guided procedure instructions, before
purchase orders are triggered.
Solution
Enabled table monitoring to notify theOCC when the condition occurs.Created guided procedures forcorrective instructions.
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IDOC Monitoring
Issues
Due to internal auditrequirements, as well asbusiness impact, IDOCerrors must be monitoredand addressed quickly.
IDOC monitoring initiallydone manually – substantialamount of time spentwatching for and takingaction on errors.
This forced us to develop a
complicated custom solutionto identify when there wereerrors.
Soft Savings: Supportresources previouslydevoted to monitoring
IDOC errors were
freed up to work onsupport issues thatprovide greater value
to the business.
Solution
Enabled IDOC monitoring to notify theOCC when errors occur. Create guidedprocedures for corrective instructions to behandled by OCC. Solution Managerprovides a more robust set of options formonitoring different IDOC statuses.
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End User Experience Monitoring
Issue
After a recent upgrade, users aregetting a “Portal runtime error”.
Incident Avoidance: OCC and Basis teams are able toproactively take action on a known issue. Users do not
have to call into the Help Desk to report a problem.
Solution
Enabled End-User Experience Monitoring tonotify the OCC when the condition occurs.The OCC creates a High priority incident toour technical team for action.
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Number ranges
Issue
Number ranges filled tocapacity, if undetected,required an emergencychange for resolution.
Distant early warning: Support team is able to proactively takeaction on a known issue. In the past, number range issues resulted
in emergency changes. Now they are resolved as normalmaintenance, with no negative impact to end users or batch jobs.
Resolution
Enabled monitoring of number range tables inSolution Manager for ECC, CRM, GTS, SRMand SNC. The OCC receives an alert whennumber ranges reaches 90% capacity, thencreates a ticket to the functional support teams.
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Continuous Improvement Project Example
Mission: Stabilize CRM Order Create
Dedicated team: Basis, Functional, Developer, Lead
Duration: 6 weeks
Findings
Missing business partner role validation
Missing ZIP code validation Insufficient check for blocked materials
Product listing error message not appropriate
Results
Labor cost to resolve identified problems: 81 hours
Estimated monthly labor savings: 300 hours = 2 FTEs
ROI: < 4 months
Configured BP monitoring and transitioned to OCC
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SAP Service Level Dashboard
Underlying technical and functional
components drive the availability and
performance of the business
processes and associated KPIs.
Correlation of underlying “technical” IT
metrics to business processes
Visualization of existing metrics
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Value Realization
val·ue/ˈvalyo ͞ o/
the importance, worth, orusefulness of something
Value is how YOU define it
Business process stability & performance
Visibility to events affecting the business
Pro-active problem management
Reduction of manual tasks
Incident reduction
Cost reduction
Shift left
Understand
Your goals
Value of activities
So what?
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Marketing & Communication
Keep Business & IT leadership engaged
Speak the language of your audience
Show value and showcase successes
Remind stakeholders how it used to be
Ensure momentum is not lost
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Run SAP Like a Factory…
Rocket science Event, incident, and problem management leveraging Solution Manager
Hobby Lifestyle change
Separate program Function of IT Operations
Big-bang projects Small and easily achievable objectives & short project cycles
Fire & forget Continuous Improvement
Something to do later Don’t you have problems now?
Is just for IT Has real benefits to the business
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STAY INFORMED
Follow the ASUGNews team:
Tom Wailgum: @twailgum
Chris Kanaracus: @chriskanaracus
Craig Powers: @Powers_ASUG
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THANK YOU FOR PARTICIPATING
Please provide feedback on this session by completinga short survey via the event mobile application.
SESSION CODE: SM418
For ongoing education on this area of focus,visit www.ASUG.com