1. Match the program objectives with the business objectives.
   Don’t allow a situation where the programs’ objectives are different to the companies business objectives. For example, if the business is decentralized, be careful about centralizing your program. If your company is organized by country, be careful about implementing by process etc
    
2. Match the program culture with the business culture
   Don’t allow a situation where the programs culture is different to the companies culture. For example, if the business culture is one of delegated responsibility, be careful about using a "command and control" centralizing your program.
   
3. Match the program organization with the business organization
   Don’t allow a situation where the programs organization is different to the companies organization. For example, if the company is organized by country, be careful about organizing your program by process. Your program team structure should be an overlay on the company organization structure.
   
4. Define key objectives, benefits and expectations before you start
   Although difficult to do, a list of high level program objectives for the year will help focus your team.
   
5. Ensure you have top-level management buy in
   All programs need top-level management buy in. Just how high you need to go depends on the cost and impact of the program. Most large SAP implementations probably require buy in from the Chairman down. The key objectives, benefits and expectations you prepared in number 4 will help elicit the expectations from top-level management as well.
   
6. Create a Change Management Team
   Create a change management team. Spend the money - it’s worth it. Your new system is no good if it is not used properly. If you are contravening (or being asked to contravene) numbers 1, 2, 3 or 4, then this becomes especially critical. Remember that change management is more than training and glossy brochures.
   
7. Create an Integration Team
   If your program spans multiple modules, organizations or process areas, create an integration team to bridge the gap. Give them responsibility for the pro-active identification of integration points/issues between the teams, and also give them the responsibility for helping the teams resolve the design issues.
   
8. Pick your best and brightest
   Demand the best and brightest for the program. Given the impact most SAP implementations have on the organization, this makes sense. If you don’t get the best and brightest, plan on over-running your time and budget.
   
9. Build a milestone-based program wide plan, publish it widely, and stick to it
   This is no easy task, but if you can’t do it, then you need to ask why. Once it is built, stick to it. Examples of good milestones include Scope Freeze, Design Walkthrough, Prototype Walkthrough, Configuration Freeze and Development (ABAP) Freeze. Do not, for example, let scope change (without a real good reason) during design, or let configuration change during testing.
   
10. Use rapid prototyping methods
    It does not take long to build a prototype of a major process in SAP. Creating a culture of rapid, iterative prototyping within your team(s) will save you time and money as the users get to see results early – when changes are less expensive to accommodate.
    
11. Don’t change the source code
    Don’t. Just don’t. You’ll be sorry you did. You’ll be surprised at how fast SAP moves, and you can’t afford to fall behind on the upgrades.
    
12. Plan for post-implementation before you get there
    Until you actually get there, the implementation or go-live seems like the ultimate objective for the program. Once you’re past go-live, however, you’ll realize that the go-live isn’t the end, it’s not even the beginning of the end … it’s actually nothing more than the end of the beginning. This is when you will reap the rewards of number 6 (or not).
    
13. Develop retention plans for your key people before the end of the program
    One of the key post-implementation factors will be the retention of your key people (who have, by the way, suddenly become much more marketable). Many companies have suffered as a result of an exodus of key people at the end of a program. More often than not, and carefully thought out retention plan – complete with roles and career path expectations – will eliminate (or at least delay) this disaster-waiting-to-happen.
    
14. Use consultants wisely
    Consultants can be critical to the success of your program, but they can be expensive. Use of them depends on your company culture (consultant friendly or not), your skills gaps and the level of risk associated with program failure. It should not necessarily depend on your budget – as there are times when a company cannot afford not to hire consultants.
    
15. Have SAP involved from the start
    Depending on the size of your company and program, you will receive different levels of attention from SAP. The earlier you get them involved in your program, the better. If nothing else, their internal lines of communication will save you time.

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