xgTeamSAP联想集团SAP（推荐ppt153）

《xgTeamSAP联想集团SAP（推荐ppt153）》由会员分享，可在线阅读，更多相关《xgTeamSAP联想集团SAP（推荐ppt153）（93页珍藏版）》请在装配图网上搜索。

1、一九九九年一月二十一日一九九九年一月二十一日会议安排会议安排u目标与期望确认阶段(Visioning and Targeting)u背景 u项目概述u方法论的概述及其它工具 u目标确定流程u目标确定活动u项目环境及近期的时间安排u具体项目活动u前奏：流程改造(BPR)考虑问题和因素u财务会计(FI/CO)期望介绍u各模块专题讨论-问题研讨 背景背景这段时期的目标这段时期的目标u达成共识：l采用FastTrack作为联想实施SAP的方法论u目标确定阶段的活动:l理解为什么及怎么进行目标确定和其他l理解目标确定中所需的活动及工具，以及它们与最终结果有何联系u用战略的眼光来正确评价我们的工作u此阶段

2、目的是为企业开发一个“有技术限制的目标”和定义基本的绩效提高目标。并将这个“有技术限制的目标”转化为基本的SAP组织结构系统模型和这个项目以至整个企业所需的技术架构。评估范围及策划总结评估范围及策划总结评估范围及策划报告评估范围及策划报告评估范围和策划报告总结了项目组的具体建议：评估范围和策划报告总结了项目组的具体建议：现有的认识现有的认识 实施方法和项目范围实施方法和项目范围 项目实施计划项目实施计划 高层次的适合高层次的适合/差距分析差距分析 SAP企业组织结构企业组织结构项目时间流索引项目时间流索引我们现在在那里我们现在在那里.目标确定目标确定评估范围和策评估范围和策划划流程重设计流程重

3、设计系统配置系统配置测试及交付启测试及交付启用用1998年年12月月14日日-1998年年2月月12日日我们有一个项目!于这个阶段我们需要于这个阶段我们需要回首过去展望未来.项目纵览项目纵览ABAP/4 和 BASIS 培训SAP组织/差距的进一步分析和定义接口(专题会议)FastTrack4SAP 培训SAP目标确定评估(目标阐述、专题和差距的最后讨论提炼)业务模型(准备、配置、演讲)SAP IT开发和实施计划IndustryPrint 流程讨论SAP高级功能培训活动活动状态状态 1-2345678910 12/14-18 12/21-25 12/28-31 1/4-8 1/11-15 1/

4、18-22 1/25-292/1-5 2/8-12 2/21-28目标与期望确定阶段目标与期望确定阶段 活动状态 活动状态 活动状态 活动状态 活动状态 活动状态 活动状态目标与期望确定的下一步骤目标与期望确定的下一步骤-我们什么时候开始做？我们什么时候开始做？日程日程WeeksDemo(Jan 19-20)BPR Meeting(Jan 21)目标确定评估将对现状分析和未来状态发展进行总结目标确定评估将对现状分析和未来状态发展进行总结现存状态现存状态As-Is 流程流程组织组织/工作结构工作结构目标确定阶段评估目标确定阶段评估未来状态发展未来状态发展期望陈述及主题期望陈述及主题可选性组织可选

5、性组织/工作工作结构结构差距最终提炼差距最终提炼关键决策关键决策提炼提炼SAP组织模型使联想的组织单位与组织模型使联想的组织单位与SAP组织元素相匹配组织元素相匹配(已经完成已经完成)LTLLASLCSBusiness1Business3Business2Legend现存的组织模型现存的组织模型组织模型专题讨论组织模型专题讨论会会R/3FICOAMPSWFISMMHRSDPPQMPMSAP公司公司公司公司Business1公司公司Business2LTLLASLegend组织模型选项初始组织模型SAP 初始组织模型初始组织模型项目组项目组领导领导股东股东基础组织基础组织基础组织评估变革管理变革

6、管理建立团队主动性 合理性终端用户培训计划培训客户需求管理组合工作分析和差距确认能力调转交流变革管理会使人员适合于新的技术和流程变革管理会使人员适合于新的技术和流程信息技术发展计划和战略信息技术发展计划和战略ALEOracleInformixABAP/4 DWOLEEDI分析员分析员RFC/CPICBDC提交发言提交发言TCP/IP变革管理变革管理备份和恢复备份和恢复PerfTuningUNIXNTSAPCommSAPOffice数据模型数据模型OS/400DB2安全性安全性安全性和权限设置计划支持组织计划软件发展计划数据转换计划配置一个“沙盒环境”合并 IT 计划 FastTrack for

7、 SAP 2.5版版测试及交付启用测试及交付启用系统设置系统设置评估范围及计划评估范围及计划目标确定目标确定流程重设计流程重设计方法论纵览方法论纵览u基于多例成功的实施u非常重视知识传递u快-从开始到设计，直至测试u杠杆作用和集成的高科技特定模板FastTrack for SAP 2.5 着重于项目实施方着重于项目实施方法论法论FastTrack 结构结构 和模块和模块模块模块活动和提交文档组合成活动和提交文档组合成的每个线程内的集中工的每个线程内的集中工作包作包阶段阶段定义项目经历的定义项目经历的阶段阶段线程线程遍布在项目各阶段的遍布在项目各阶段的主要活动组合主要活动组合集中的提交文档集中的

8、提交文档可伸缩的可伸缩的灵活的灵活的 弹性和灵活性弹性和灵活性Program Planning and ManagementIntegration Management and Quality AssuranceBusiness CaseImplementation StrategyStrategic IntentCustomer Needs AssessmentStrategic RepositioningChange ImperativeBenchmarking/Best PracticesExternal AssessmentInitiative RationalizationQuick

9、 Hit OpportunitiesManagementSystems DesignFacilities ConfigurationOutsource AlternativesOrganization DesignProcess-FocusedManagementIntegration TestPilot for PackagesImplementProcesses for PackagesContinuous Improvementfor PackagesSAP Organizational ModelSAP Gap Identification and ResolutionPrototyp

10、e and Simulate for PackagesProcess Prioritizationfor PackagesInternal Assessmentand Scope for PackagesProcess PerformanceAnalysis for PackagesProcess Vision andTargets for PackagesProcess Designfor PackagesScriptingConfigurationand Unit TestData Design andManagementAcceptance Test andParallel Operat

11、ionsSoftware DevelopmentAssessmentTechnology SupportStrategyTechnology InfrastructureRequirementsSoftware Development Planning and SpecificationsTechnology Support Organization DevelopmentTechnology Infrastructure ImplementationSoftware Developmentand TestingTechnology Support Organization Implement

12、ationData ImplementationPerformance Planningand ManagementContingency Testing andOperations TurnoverSoftware ImplementationTechnology InfrastructureAssessmentIntegrity AssessmentIntegrity Risks andExposuresSecurity AuthorizationsIntegrity DesignIntegrity ConfigurationIntegrity ImplementationLeadersh

13、ip AlignmentCommunications PlanningProject Team BuildingLeadership ActionCommunications and Stakeholder EnrollmentChange ReadinessAssessmentHR Process AlignmentStakeholder and End-User PreparationWorkforce TransitionProject Team TrainingStrategyEnd-User Training andDocumentation StrategyProject Team

14、 Training Development and DeliveryEnd-User Training and DocumentationAnalysis and DesignEnd-User Training and DocumentationDevelopment and DeliverySoftware Implementation内部评估和内部评估和 工作包范围工作包范围提高工作计划提高工作计划收集内部评估数据收集内部评估数据发展发展 As-Is流程模型流程模型限定程序范畴限定程序范畴58End-User Training andDocumentation StrategyEnd-Us

15、er Training and DocumentationAnalysis and DesignEnd-User Training and DocumentationDevelopment and DeliverySAP Gap Identification and ResolutionData Design andManagementTechnology Support Organization DevelopmentTechnology Infrastructure ImplementationTechnology Support Organization ImplementationDa

16、ta ImplementationIntegrity DesignStakeholder and End-User PreparationProject Team Training Development and DeliveryEnd-User Training and DocumentationAnalysis and DesignProgram Planning and ManagementIntegration Management and Quality AssuranceImplementation StrategyInitiative RationalizationIntegra

17、tion TestImplementProcesses for PackagesSAP Organizational ModelSAP Gap Identification and ResolutionPrototype and Simulate for PackagesInternal Assessmentand Scope for PackagesProcess Designfor PackagesScriptingConfigurationand Unit TestData Design andManagementAcceptance Test andParallel Operation

18、sSoftware DevelopmentAssessmentTechnology SupportStrategyTechnology InfrastructureRequirementsSoftware Development Planning and SpecificationsTechnology Support Organization DevelopmentTechnology Infrastructure ImplementationSoftware Developmentand TestingTechnology Support Organization Implementati

19、onData ImplementationPerformance Planningand ManagementContingency Testing andOperations TurnoverTechnology InfrastructureAssessmentIntegrity AssessmentIntegrity Risks andExposuresSecurity AuthorizationsIntegrity DesignIntegrity ConfigurationIntegrity ImplementationProject Team BuildingProject Team

20、TrainingStrategyProject Team Training Development and DeliverySoftware ImplementationFastTrack 促成实施促成实施FastTrack中ASAP所不能解决的问题重整变革管理培训评估范围和策划阶段着重于评估范围和策划阶段着重于.定义并发动项目实施。这个阶段中，组合顾问和客户的定义并发动项目实施。这个阶段中，组合顾问和客户的项目组，以发展业务和技术目标、范围及转变主动性的时间项目组，以发展业务和技术目标、范围及转变主动性的时间性。性。目标确定阶段着重于目标确定阶段着重于.目标确定目标确定.用用SAP R/3

21、作为主要的技术，创立能把握发展新业务流程和作为主要的技术，创立能把握发展新业务流程和重整机遇的参与型环境。重整机遇的参与型环境。重设计阶段着重于重设计阶段着重于.重设计重设计.项目组和业务单位应一起努力设计新的业务流程和组织项目组和业务单位应一起努力设计新的业务流程和组织结构，以支持在目标确定阶段要发展的机会和目标。结构，以支持在目标确定阶段要发展的机会和目标。目标确定和重设计阶段目标确定和重设计阶段FunctionalRequirementsProcess RequirementsScope&Plan ReportIT Strategy&AssessmentChange Leadership

22、&Training Assess从S&P输入To-Be流程确认流程确认目标确定和重设计项目组项目组业务活动纲要业务活动纲要重设计项目组项目组子流程归纳子流程归纳 及及开发请求开发请求重设计流程项流程项目组目组流程开始流程开始重设计流程所流程所有者有者所有者所有者项目组项目组考察考察最后回顾所有者所有者项目组项目组下一阶段下一阶段系统设置系统设置系统设置阶段着重于系统设置阶段着重于.系统设置系统设置 项目组和业务单位应一起努力在项目组和业务单位应一起努力在SAP R/3 系统设置中建立新系统设置中建立新的业务组织结构和流程。的业务组织结构和流程。测试及交予启用阶段着重于测试及交予启用阶段着重于.

23、测试及交予使用测试及交予使用 实施技术，业务集成和为确保新流程设计而做的用户接实施技术，业务集成和为确保新流程设计而做的用户接受测试将与新系统适当的结合起来，新的组织结构也将为受测试将与新系统适当的结合起来，新的组织结构也将为即将来临的转变作准备。即将来临的转变作准备。FastTrack for SAP 工具工具基础流程基础流程(Infrastructural Processes)Plan&Manage BusinessPerform Financial&Managerial AccountingManage Human ResourcesManageInformation Resources

24、 Manage CapitalProjects Manage Support ServicesDefine Business Strategy&Plan Improve Business Performance Manage Business PerformancePlan&Manage Quality PerformanceEstablish the direction&Framework of HRDefine&Plan Information Resource NeedsManageAdministrativeServicesDevelop Project Alternatives&An

25、alyze FeasibilityManage Product CostingPerform Overhead Accounting Manage Treasury Activities Plan&Manage Taxes Provide quality workingenvironmentDevelop&Train WorkforceManage PayrollPlan ProjectExecute ProjectSchedule ProjectPlan&Manage Environmental/Safety ProgramsEnsure EmployeeCommunicationsForm

26、ulate IT StrategyDevelop&Enhance Data Architecture/Software ApplicationDevelop&Enhance Infrastructure&InterfaceManage Information Systems OperationsProvide Information User Support Manage Performance&RewardsManage Employee BenefitsPlan BusinessPerform Profitability AnalysisCoordinate&Perform Audit M

27、anage General LedgerManage Corporate CommunicationPerform ClosingReport&AnalyzePerformanceRisk ManagementManage Fixed AssetsManage RegulatoryInterfaceI1I2I3I4I5I6 *Terry *Finding&retaining the right people Administering workforceinformation*Tim Shane *(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)

28、(1)*业务流程业务流程(Operational Processes)Develop&Maintain Construction ProjectStandardsMaintainCustomer AccountSupport ServiceInstallation RequestsDevelop&MaintainOperations Standards&ProceduresPlan Facilities Expansion&ImprovementDesign ConstructionProjectExecuteConstruction ProjectIdentify&PlanSystem Op

29、erationsSchedule SystemOperationsMaintainOperations DataPerformDisconnect/ReconnectSchedule ServiceInstallationsRecord UsageMaintain EfficientRead RoutesScheduleConstruction ProjectDesign ServiceInstallationsProcess PaymentsDevelop Products&ServicesDevelop&ExecuteMarketing PlansImplementPromotionalC

30、ampaignsDevelop&MaintainMaintenance Standards&ProceduresScheduleMaintenance&InspectionsMaintainMaintenance Data Identify&PlanMaintenance&InspectionsSupport CustomerInquiriesAct onNon-PaymentAcquire EnergyConstructFacilitiesMaintainFacilitiesOperateSystemServiceCustomersSource EnergyProcess Bills for

31、 Products&ServicesExecute SystemOperationsInstall ServicesDefine&ExecuteSales StrategyExecute Maintenance&InspectionsIdentify Unplanned&Immediate MaintenanceO1O2O3O4O5Develop&Retain BusinessBill for Products&ServicesO6O7A.*(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)活动集合的子流程活动集合的子流程Design Construction Pr

32、ojectForm Delivery Project TeamField Check Areafor Construction ProjectDiscuss Design With CustomerDevelop Preliminary Engineering DesignObtain Right of Way&PermitsObtain Non-Environmental PermitsObtain Governmental ApprovalsCoordinate with Other Utilities&MunicipalitiesCheck Costs Against EstimateR

33、evise Design Where NecessaryCreate&MaintainMaterial MasterIdate Construction Project Detailsin Project SystemUpdate Construction Project Work Breakdown StructureUpdate Construction Project NetworkDesignate Construction Project Milestone Activities Create Construction Project Cost/Revenue PlanDesigna

34、te Construction Project Time ScheduleObtain Design ApprovalO2-30Check for Backlogs or Possible Related Projects/OrdersCreate Project/WBS/Network and Schedule/Assign Design Resources子流程表子流程表21Update CostAllocation SettlementStrategies1Form DeliveryProject TeamO2-20.AEngROW3Coordinate withOther Utilit

35、ies&Municipalities2Field Check Area forConstruction Project4Develop PreliminaryEngineering DesignCompatibleUnitLibraryPermitAgen-cy9Revise DesignWhere Necessary10Check Costs AgainstEstimate11Obtain DesignApprovalPermits&AgreementObtained?Design ApprovalObtained?YesNo12Develop MaterialSpecificationsY

36、es16Update ConstructionProject Network17Update ConstructionProject MilestoneActivities13Create&MaintainMaterial Master14Update ConstructionProject Details inProject System15Update ConstructionProject WorkBreakdown Structure19Update ConstructionProject Cost/Revenue Plan20Create ConstructionProject Fi

37、nancialBudgetNo22Evaluate WorkcenterCapacity18Update ConstructionProject TimeSchedule8Discuss Design withCustomer5Obtain Right of Way&Permits6Obtain Non-EnvironmentalPermits7Obtain GovernmentalApprovalsProject NetworkRequired?Yesmilestone settlementsfixed price(between projects)periodic%of completio

38、nO2-30.ANoCompatibleUnitLibrarycopy detailsfrom library1XAssetMgrsConstructnCustomer1aCheck for Backlogsor Possible RelatedProjects/OrdersAssetData/GISX1bCreate Proj/WBS/Network andSchedule/AssignResources for DesgnX*Performed up front for design,upon approval for construction22aReprioritise Interna

39、lWork/RenegotiateCustomer Work*Other Inputs:CAD Drawings,Design ManualsIndustryPrint业务流程业务流程(Operational Processes)Develop&Maintain Construction ProjectStandardsMaintainCustomer AccountSupport ServiceInstallation RequestsDevelop&MaintainOperations Standards&ProceduresPlan Facilities Expansion&Improv

40、ementDesign ConstructionProjectExecuteConstruction ProjectIdentify&PlanSystem OperationsSchedule SystemOperationsMaintainOperations DataPerformDisconnect/ReconnectSchedule ServiceInstallationsRecord UsageMaintain EfficientRead RoutesScheduleConstruction ProjectDesign ServiceInstallationsProcess Paym

41、entsDevelop Products&ServicesDevelop&ExecuteMarketing PlansImplementPromotionalCampaignsDevelop&MaintainMaintenance Standards&ProceduresScheduleMaintenance&InspectionsMaintainMaintenance Data Identify&PlanMaintenance&InspectionsSupport CustomerInquiriesAct onNon-PaymentAcquire EnergyConstructFacilit

42、iesMaintainFacilitiesOperateSystemServiceCustomersSource EnergyProcess Bills for Products&ServicesExecute SystemOperationsInstall ServicesDefine&ExecuteSales StrategyExecute Maintenance&InspectionsIdentify Unplanned&Immediate MaintenanceO1O2O3O4O5Develop&Retain BusinessBill for Products&ServicesO6O7

43、A.*(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)基础流程基础流程(Infrastructural Processes)Plan&Manage BusinessPerform Financial&Managerial AccountingManage Human ResourcesManageInformation Resources Manage CapitalProjects Manage Support ServicesDefine Business Strategy&Plan Improve Business Performance Manage Bu

44、siness PerformancePlan&Manage Quality PerformanceEstablish the direction&Framework of HRDefine&Plan Information Resource NeedsManageAdministrativeServicesDevelop Project Alternatives&Analyze FeasibilityManage Product CostingPerform Overhead Accounting Manage Treasury Activities Plan&Manage Taxes Pro

45、vide quality workingenvironmentDevelop&Train WorkforceManage PayrollPlan ProjectExecute ProjectSchedule ProjectPlan&Manage Environmental/Safety ProgramsEnsure EmployeeCommunicationsFormulate IT StrategyDevelop&Enhance Data Architecture/Software ApplicationDevelop&Enhance Infrastructure&InterfaceMana

46、ge Information Systems OperationsProvide Information User Support Manage Performance&RewardsManage Employee BenefitsPlan BusinessPerform Profitability AnalysisCoordinate&Perform Audit Manage General LedgerManage Corporate CommunicationPerform ClosingReport&AnalyzePerformanceRisk ManagementManage Fix

47、ed AssetsManage RegulatoryInterfaceI1I2I3I4I5I6 *Terry *Finding&retaining the right people Administering workforceinformation*Tim Shane *(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)(1)*IndustryPrint(活动集合的子流程活动集合的子流程)Design Construction ProjectForm Delivery Project TeamField Check Areafor Constru

48、ction ProjectDiscuss Design With CustomerDevelop Preliminary Engineering DesignObtain Right of Way&PermitsObtain Non-Environmental PermitsObtain Governmental ApprovalsCoordinate with Other Utilities&MunicipalitiesCheck Costs Against EstimateRevise Design Where NecessaryCreate&MaintainMaterial Master

49、Idate Construction Project Detailsin Project SystemUpdate Construction Project Work Breakdown StructureUpdate Construction Project NetworkDesignate Construction Project Milestone Activities Create Construction Project Cost/Revenue PlanDesignate Construction Project Time ScheduleObtain Design Approva

50、lO2-30Check for Backlogs or Possible Related Projects/OrdersCreate Project/WBS/Network and Schedule/Assign Design Resources子流程表子流程表21Update CostAllocation SettlementStrategies1Form DeliveryProject TeamO2-20.AEngROW3Coordinate withOther Utilities&Municipalities2Field Check Area forConstruction Projec

51、t4Develop PreliminaryEngineering DesignCompatibleUnitLibraryPermitAgen-cy9Revise DesignWhere Necessary10Check Costs AgainstEstimate11Obtain DesignApprovalPermits&AgreementObtained?Design ApprovalObtained?YesNo12Develop MaterialSpecificationsYes16Update ConstructionProject Network17Update Constructio

52、nProject MilestoneActivities13Create&MaintainMaterial Master14Update ConstructionProject Details inProject System15Update ConstructionProject WorkBreakdown Structure19Update ConstructionProject Cost/Revenue Plan20Create ConstructionProject FinancialBudgetNo22Evaluate WorkcenterCapacity18Update Const

53、ructionProject TimeSchedule8Discuss Design withCustomer5Obtain Right of Way&Permits6Obtain Non-EnvironmentalPermits7Obtain GovernmentalApprovalsProject NetworkRequired?Yesmilestone settlementsfixed price(between projects)periodic%of completionO2-30.ANoCompatibleUnitLibrarycopy detailsfrom library1XA

54、ssetMgrsConstructnCustomer1aCheck for Backlogsor Possible RelatedProjects/OrdersAssetData/GISX1bCreate Proj/WBS/Network andSchedule/AssignResources for DesgnX*Performed up front for design,upon approval for construction22aReprioritise InternalWork/RenegotiateCustomer Work*Other Inputs:CAD Drawings,D

55、esign Manuals商业活动记录商业活动记录商业活动记录商业活动记录子流程小结子流程小结IndustryPrint和活动概要和活动概要业务活动记录举例业务活动记录举例AMG.010.010.010-CREATE ASSET MASTERSCRIPT DESIGNScript Description:Create an Asset Master RecordScript Purpose:To create an Asset Master Record which will hold all valuation and other data relevant to the particula

56、r Asset concernedControl Considerations:Transaction Code:ASO1Menu Path:Accounting Financial Accounting Fixed Assets Asset Create AssetProcess Steps:1.Asset Master Creation will be carried out once Capital Approval has been obtained to go ahead with the purchase of an Asset(orAssets).2.GPU has define

57、d an asset as any item with an acquisition value in excess of$1000which has a useful life of greater than one year.This includes both Tangible and non-Tangible Assets.Additionally the Asset system has been configured to track LeasedAssets(both Finance and Operating Leases)and an Asset Master will al

58、so berequired for Leased Asset.FieldPossible EntriesActionAsset ClassFour digit asset code representing AssetClass(eg.,Machinery/Plant&Equipment=6000)-matchcode availableRequiredCompany CodeFour digit company code representing theassets owning legal entity(eg.ABC Central=7020)-matchcode available)Re

59、quiredREFERENCE:AssetIn the Case of an Asset split,intercompanyor interclass transfer the asset to be split ortransferred can be entered as the referencecopy.This assets number should be entered here-matchcode availableOptionalREFERENCE:Sub-NumberAsset Sub-number to be copied-matchcodeavailableOptio

60、nalREFERENCE:Company CodeAsset to be copied companys code-matchcode availableOptionalPost-capitalizationCURRENTLY NOT TO BE USEDGreen CheckSelect to move to next screenRequired目标与期望确定流程目标与期望确定流程Visioning Rules of ThumbProcess Design Rules of Thumb创新练习创新练习客户要求客户要求绩效目标绩效目标当前问题当前问题革新实践革新实践人员推动人员推动技术推动技

61、术推动SAP 功能功能概念重设计概念重设计目标目标属性属性主题主题描述描述目标与期望确定流程目标与期望确定流程-设定目标所需要素设定目标所需要素?q 对未来的想象q 对客户和股东的评价q 引人注目，激励他人行动q 面向结果q 使整个组织有商业感q 清晰/简洁目标的特性目标的特性q革新:集中于增进绩效的新想法q结合:基本的与增加的想法如何协同应用于新流程的集成图q沟通:引导重设计小组并激励组织变更的新世界的清晰接合图q目标:对新流程的目标延展和计划结果的定义有效目标表述的要素有效目标表述的要素目标确定阶段的活动目标确定阶段的活动SAP 组织模型定义组织模型定义(完成完成)目标目标 确认包含于功能

62、设计的组织要素确认包含于功能设计的组织要素 基于基于SAP组织要素的定义和要求，制定如何将组织要素应用于已作设置的组织要素的定义和要求，制定如何将组织要素应用于已作设置的SAP R/3 系统的初始指标。系统的初始指标。项目小组项目小组研讨会研讨会报告要求报告要求代码区代码区要素要素信息和数信息和数据要求据要求组织模型替换组织模型替换组织模型的组织模型的有效性有效性组织初始模型组织初始模型组织模型替换组织模型替换u确认组织结构,将结构转换成SAP设计选项,发展SAP组织模型 替换.检查适宜/差异流程要求 检查当前组织模型 提出组织模型替换 SAP 组织模型替换 组织模型核心小组项目小组项目小组讨

63、论会讨论会报告要求报告要求代码区代码区要素要素信息和信息和数据要数据要求求组织模型组织模型的有效性的有效性组织初始组织初始模型模型活动活动过渡性报告过渡性报告责任责任组织模型替换组织模型替换初始组织模型初始组织模型u评估SAP组织模型替换并发展SAP初始组织模型.评估并最终定下组织模型 编纂初始组织模型报告 编绘组织模型图 SAP 组织模型替换 组织模型核心小组活动活动过渡性报告过渡性报告责任责任项目小组项目小组讨论会讨论会报告要求报告要求代码区代码区要素要素信息和信息和数据要数据要求求组织模型组织模型的有效性的有效性组织初始组织初始模型模型SAP 目标与期望确定目标与期望确定目标u通过现有流

64、程分析，对组织现状取得更深理解u准备文档帮助发展组织未来状态u通过目标确定阶段评估定义组织未来指标Subprocess-“Current State”Subprocess-“未来前景未来前景 Preparation”CompileSubprocessFlows-PI&GPU PrintValidatedSubprocessFlowsOrg/JobStructurePerformanceMeasuresCurrentProcessWorkPacketsBest Practices/BenchmarksProcessPrioritizationProcessControlObjectivesFut

65、ureProcessWorkPacketsVisionWorkshopsVisionStatementsand ThemesProcessControlReqmtsAlternativeOrg/JobStructureGap ClosureRefinementsQuick HitsImplemen.Plan T1 CL1 CL2 CL3 T2 IT1 IT2IntegrationTemplatesand GPU PrintStretchTargets/ImprovementOpportunitiesQuick HitOpportunitiesFinalRedesignFocus AreasKe

66、yDecisionsReqmnts/FitgapTemplatesInitialQuick HitOpportunitiesInitialRedesignFocus AreasGather BestPractices-PI&D&T T1ProcessControlPointsV&TAssessmentSubprocess-“未来前景未来前景 Development”子流程子流程-“现状分析现状分析”编辑的编辑的子流程图子流程图-和打印和打印生效的生效的子流程图子流程图组织组织/工作工作结构结构实施方法实施方法 当前当前流程的流程的一揽子工作一揽子工作 集成模板和集成模板和 打印打印初始初始流程重设计的流程重设计的主要范围主要范围 流程控制点流程控制点现状分析现状分析目标目标 n现状分析子流程包括分析当前子流程，组织现状分析子流程包括分析当前子流程，组织/工作结构以此来确认流程重设计的主要范围和工作结构以此来确认流程重设计的主要范围和确认包括在将来目标确认主题中的当前实践。确认包括在将来目标确认主题中的当前实践。As-Is流程图流程图 u LCS,LTL和LCS的当前流程图(现有流程)的