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SAP’s IT chiefs share top three tips for successful SAP projects

What's it like to run SAP for SAP? At TechEd in Las Vegas, SAP CIO Oliver Bussmann and Martin Heisig, VP of Enterprise Architecture, each shared three tips for delivering successful SAP projects, and proving the ROI of SAP applications. Watch this short video to learn more.

Read the full transcript from this video below:  

SAP’s IT chiefs share top three tips for successful SAP projects

Interviewer:     Hello, and thank you for watching this video. Today we are at SAP TechEd in Las Vegas, and we are here with Oliver Bussmann, who is SAP’s CIO, and Martin Heisig, who is the Vice President of Enterprise Architecture at SAP. They are going to talk to us a little bit about what it is like to run SAP applications within SAP. Thank you for joining us today, gentleman.

Oliver Bussmann:        Thank you for having us.

Interviewer:     One of the things that we hear over and over again from our readers is that they are challenged to prove the ROI of the applications they have in place. Is this something that you are running into, as well?

Oliver Bussmann:        Yes, It is, and we have the ongoing discussion with the business in relation to hard versus soft commitment, and this will be an ongoing discussion is how strong is the business commitment at the end for certain revenue and also efficiency improvement. On the other side, if you work in an environment that has a huge demand, that is the way that you can select and hand your project. How strong is the commitment out there and the willingness to commit? Again, it is commitment on the other side from the IT organization position to deliver on time and budget. On the other side, with the delivery dates and expectations that the benefits should come through.

Interviewer:     Could each of you please, Oliver starting first, give our CIOs listening out there, three tips for delivering successful projects in 2011.

Oliver Bussmann:        I think it starts, as I said before, with the right selection of projects. My experience is you can keep the IT organization busy 24 hours, 7 days, and everybody feels good about working really hard and delivering. Does it have an impact on the overall business? That is a big question mark. Spending time and effort in teaming up with the business to figure out what is on their agenda for the following year and how can you help the business to achieve their goals. It is absolutely important as a CIO to run that. Selection of running the goal alignment between businesses IT from a project selection, I think it is absolutely critical for a CIO looking at 2011. Secondly is, the fact is that also working in the high tech companies to figure out which area the innovation will come through. Looking at external market research plus what is going on in our side, the development side, product development side, is critical for our success to embrace new trends at the stage.  

Still at capacity, ready to do some innovative stuff, to generate, agree an instant value for our business users to see that there is something that you can use at the different stages in your business. Those are my two advices that I want to share with my peers.

Interviewer:     Martin, what about for the enterprise architect builder?

Martin Heisig: Pretty much the same thing, especially for enterprise architects. Obviously, you have to focus on what the corporation wants to achieve. It is not only the LOBs, but also how the overall company is getting a benefit from all of this activity, this is one thing. The other thing is certainly, not only focusing on the big projects. There are also a lot of things you can do with smaller projects, in leveraging new and innovative technologies, especially the new on demand platforms are really providing a lot of benefit already with instant value, nothing to install, within days you can already achieve a lot of benefit for the organization. That is something I definitely would look into instead of always, we tend to focus on these very big projects, and I think what we have seen in the past was also that you need to find the right balance between the big initiatives to create the foundation, but also to have smaller ones to leverage into innovation and technology.

Oliver Bussmann:        At the end, it comes to, ‘Can I generate value to the business?’ We, as the CIO, our job at the end is to orchestrate different services, whether it is on premise or on demand to deliver the maximum value of the investments.

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