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Part VI: Appendixes > Hour 15: Answers
Hour 15: Answers
| 1. | Given the timeframe, SAP’s ASAP methodology might indeed be a good starting point. Go-live is less than a year away, and Human Resources (more precisely, Human Capital Management) is a common module of SAP. However, given ASAP’s age, it will probably provide little value beyond simply organizing the initial project around a standard methodology. |
| 2. | MNC’s lack of SAP technical skills and leadership mandates that a Senior Enterprise Architect familiar with the SAP solution being deployed (and MNC’s industry) be contracted from SAP AG, MNC’s prime systems integrator, or another third party. |
| 3. | Given that MNC has a mature Project Management Office (PMO), it should be assumed that the PMO is adept at creating project plans, contingency plans, communications plans, and escalation processes and is also well-versed in managing quality and risk. |
| 4. | The VP of HR’s past history with SAP is a major warning sign. Without the VP’s buy-in, leadership, and activities aimed at promoting the new solution, the project will almost certainly fail. The VP of HR will naturally be one of several key stakeholders (if not the project sponsor). |
| 5. | Considering the situation, you should tell the steering committee that the project needs to be put on hold until the issues outlined in this case study are addressed. |
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