How Run SAP Can Help Your Organization Manage Its E2E Operations

by Amanda McKeon

November 4, 2011

By Amanda McKeon

So far this week at Managing Your SAP Projects 2011, I’ve covered sessions on the people side of SAP projects as well as data migration strategies. Today I got a high-level look at Wrigley’s post-go-live environment in Rolf Scheuerer’s case study: “How Wrigley Manages Its Business and Applications Using the Run SAP Methodology Roadmap in Solution Manager.”

Wrigley is the largest manufacturer of chewing gum with sales over $7 billion and products being sold in 180+ countries. Because of its vast size, the company needed a surefire strategy to ensure the applications’ effectiveness post-implementation. Wrigley optimized the Run SAP methodology through SAP Solution Manager to manage its end-to-end solution operations.

Scheuerer began his presentation by explaining that the key interface between Business and IT is Application Management, containing four topics to help manage application services:

  • Solution Documentation
  • Remote Supportability
  • Root Cause Analysis
  • Availability and Continuity Management

Scheuerer, when on the subject of solution documentation, stated that the key to successful landscape planning and operation is a complete description of the solution landscape with all of the business processes. During its global ERP implementation, Wrigley defined a business process model that represents the company’s business processes at three levels:

  • Process: A representation of time-related actions and dependencies that transfer a set of inputs into a set of outputs
  • Sub-Process: A segment of a core process covering a single business area
  • System or Non-System Activity: A breakdown of a sub-process that produces a measurable result

After defining the process and system components of the solution, Wrigley leveraged the Solution Documentation Assistant within Run SAP, which provides a full-scale system usage report and helps identify critical core business processes for the future operation of the solution. This helped to simplify and accelerate IT support processes such as Release and Test Management.

Scheuerer also stressed the importance of the Change Management portion within the methodology which enables changes to be planned, controlled, and carried out with minimal risk. Wrigley aligned its IT Change Management processes with the IT Infrastructure Library (ITIL) to ensure appropriate prioritization and control of changes, while optimizing common resources.

The session included far too much information for me to relate in a single blog, but here, at least, are the other agenda topics covered:

  • How learning normal, urgent, and project correlation scenarios in SAP Solution Manager have driven Wrigley’s adoption of change management standards
  • Discovering how Wrigley is using automated testing tools like computer aided test tool (eCATT ) and the Test Workbench to support monthly regression testing
  • Analyzing and cleansing existing development with the Custom Development Management Cockpit and storing updated documentation in your SAP Solution Manager project or solution

Make sure to look for my blog tomorrow on Jill Mikros case study: “Three Projects in One: Inside Johns Hopkins’ Upgrade to SAP ERP 6.0, SAP NetWeaver BW 7.0, and SAP SRM 7.0.” How did Johns Hopkins’ accomplish this feat on time and within budget? Can’t wait to find out!

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