PM Onboarding for SAP Program at NNPC

“SAP RELOADED”
Bernard Ezeh
Adeoye Oshowole/Adebola Afolabi
April 16, 2018

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Agenda

Opening Prayer All 11:00 – 11:05

Safety Briefing / Security Moment Harry Yukursi 11:05 – 11:15

Welcome Address – Overview and Background of Program NNPC Program Manager 11:15 – 11:40

Tea Break All 11:40 – 11:55

SAP Redelivery Program Kick off Presentation SAP Program Manager / NNPC Program Manager 12:00 – 13:30

Next Steps NNPC Program Manager 13:30 – 13:45

Closing Remarks NNPC Program Manager 13:45 – 14:00

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 2

Program Goals

Are the processes rightly designed?

Organisational Processes are organised around outcomes and not tasks
Effectiveness Processes exist for a measurable purpose where the output clearly differs from the input
Process relationships are along the value chain and not in a vertical functional silo

Are processes working as designed?

Organisational Standardization of processes allows for predictable results
Efficiency Elimination of duplication and sub-optimization
Processes are enabled by technology: - Workflow, System enforced governance and controls

Are data consistent and accurate?

Intelligence and Enterprise wide data consistency – Single view of the truth
Management Insight Information reuse – Master Data captured once, but used over and over again
for decision making

Are key controls automated and tracked?

Improve Management Emplace a systems based management of key controls.
Automation of controls
of Key Controls Monitoring of mitigations.

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 3

SAP Reloaded Delivery Scope

 The following Business Process Areas are in scope of this program:

 BI/BW REPORTING

 CRUDE OIL ALLOCATION/ DISTRIBUTION, REFINING AND DISTRIBUTION OF PETROLEUM PRODUCTS

 PTP - PAPERLESS PROCUREMENT TO PAYMENT

 GOVERNANCE RISK AND COMPLIANCE

 HCM - HUMAN CAPITAL MANAGEMENT

 ORGANISATIONAL CHANGE MANAGEMENT

 SOLMAN/PORTAL SOLUTION/EHP UPGRADE

 EDUCATION – IHUB IMPLEMENTATION

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 4

SAP Solutions Deployed by Business Process Area Delivered
In
Progress
As-Is Process Map In Scope

Directorates / SBUs CHQ / PPMC PPMC NAPIMS/ IDSL Refineries NETCO NGC NPDC Retail Duke Oil
Core Business Processes COMD HQ DEPOTS NIPEX
Capital Planning & Portfolio
Management X X X X X X X
(Project Systems)

Planning, Sourcing & Procurement

(SRM) X

Maintenance Management
(Plant Maintenance) X X X X

Governance, Risk & Compliance

(GRC)

Upstream Production & Primary

Distribution X X
(JVA, PSC)

Downstream Operations & Distribution

(Retail, OGSD, Sales & Distribution,
Production Planning) X X X X X

Non-hydrocarbon logistics
(Materials Management) X X X X X X X X X X

Human Capital Management

(incl. Payroll, ESS/MSS) X X X X X X X X X X

Corporate Finance
(FI/CO) X X X X X X X X X X

Data Management & Analytics (Business

Intelligence) X X X X X X X X X X

IT Operational Excellence
(CATS) X

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 5

Critical Success Factors to Ensure Smooth Take-Off

Critical Success Factors

1. A Project Team (with all the team members) is setup timely for the big ticket Program items

2. Existing SMEs are well trained for the areas they cover. New SMEs identified as Project Team members are also
adequately trained before commencement of the project implementation.

3. Experienced Consultants are deployed to work on the projects with NNPC SMEs by SAP,

4. Required NNPC Resources are released when needed.

5. Need to ensure all infrastructure requirements are met before the date they are required.

6. Engagement across the corporation to share the plan with all stakeholders, and expectations around their roles in order
to make a success of the plan.

7. Management’s support to ensure full participation by business leaders /process owners and no surprises.

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 6

Program Success Depends on Everybody Involved

Project success is the sum of everybody‘s daily work and decisions.

Processes
Management

Project
Organization

Team Technology

Subject Matter Experts

We are looking forward to a successful project.

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 7

Program Organization

Steering Committee
SPSC

Quality Assurance Program Management SAP COE

BIBW HCM Oil & Gas GRC P2P OCM Education

NNPC PM NNPC PM NNPC PM NNPC PM NNPC PM NNPC PM NNPC PM

NNPC SMEs NNPC SMEs NNPC SMEs NNPC SMEs NNPC SMEs NNPC SMEs NNPC SMEs

SAP PM + CONs SAP PM + CONs SAP PM + CONs SAP PM + CONs SAP PM + CON SAP PM + CONs SAP PM + CONs

Technology

NNPC PM

SAP PM + CONs
© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 8
Responsibilities of the NNPC / SAP Program Manager

The NNPC program manager is responsible for the overall project and particularly attends to the following tasks:
 Technical and commercial program management
 Coordination of interfaces
 Risk Management
 Organization of program meetings
 Controlling of the overall program
 Controlling of program progress and results (including reporting)
 Contact and reporting to the NNPC SPSC
 Primary Interface with the QA team
 Primary interface with the SAP COE
 …

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 9

Responsibilities of NNPC / SAP Project Managers

SMEs and Consultants are key contact for the NNPC/SAP Project Managers:
 Definition of the project‘s scope taking into account the goals of the overall project
 Answerable coordination of the sub project
 Coordination of requirements on business processes
 They provide the project with indispensable technical input.
 They design a system that’s fit for purpose for NNPC – a system that all employees can identify with
 If necessary, they refer to other experts for detailed information or study the subject beforehand.
 …

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 10

Responsibilities of NNPC Project SMEs

SMEs are the contact for the consultants:

 They provide the project with indispensable technical and business input.
 They design a system that’s fit for purpose for NNPC – a system that all employees can identify with.
 If necessary, they refer to other experts for detailed information or study the subject beforehand.
 They bring along, for instance, activity descriptions or screenshots of the existing system to the Blueprint workshops.
 They learn how to customize the new solution.
 They will shadow the SAP project team during the delivery to ensure adequate knowledge transfer.

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 11

NNPC SAP Governance Structure

SAP Program Steering

QA Manager
Committee

Quality Assurance

Quality Assurance NNPC SAP Program Group Process

Team Delivery Management Council

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 12

Responsibilities of the Steering Committee

The SC is responsible for project control and project coordination as well as the efficient bringing about of technical and
organizational decisions. The responsibilities are:
 Accountable for overall success of project.
 Address major program risks and issues.
 Approve all Scope Changes before proceeding to execution.
 Accountable for ensuring that the SAP Programme aligns with the corporation’s current business priorities.
 Forum for escalations of all SAP Programme issues, Stage Gate approvals (project prep, blueprinting, realization, final
preparation and go-live & support), and other Programme decisions.
 Approval party for all strategic decision on approach for every major SAP activity such as overall test approach, cutover
approach, acceptance Criteria, agreement to Deploy, and agreement to Operate.
 Resolve conflicts between project and business.
 Act as SAP “ambassadors” in the corporation, helping to embed SAP in the business. Sets the tone for SAP agenda in the
corporation for all staff to align.

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 13

Responsibilities of the Group Process Council

The Group Process Council is a forum of NNPC Group Process Owners and selected Business Process Experts, particularly
focusing on processes that are already (or planned to be) on SAP platform. Their responsibilities are:
 Accountable for final process design and Sign-off of the final SAP blueprint.
 Interface with process owners to ensure they understand and are aligned with the processes as designed.
 Accountable for successful implementation of the common processes across the enterprise.
 Accountable for realizing business process benefits and improving the business processes.
 Provide direction and information to the Process Design Team. Help the Process Design Team to understand the business
process.
 Implement policies, standards and procedures required for new business processes.
 Plays key role in ensuring that SAPCOE Staff Rotation Plan for rotating business staff into and out of SAPCOE works.
 Review deliverables, change requests, and decision requests to confirm assumptions.
 Ensure business requirements are met, and identify issues thereon (if any).
 Review Progress Status of SAP Programme Delivery against Plan, with the view to help resolve all issues (within their
sphere of influence) blocking progress as expected.

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 14

SAP Program Stages – ASAP Methodology

 Set-up of project planning  Corporate change management  Training

 Project procedures  Training
 System management
 Training  Baseline configuration and approval
 System management  Detailed project planning
 Project kick-off  Detailed configuration and its approval  Handover
 Technical infrastructure planning  Development of programs, interfaces, etc.
 Quality assurance  Final integration test  Quality assurance
 Quality assurance

 Corporate change management

 Develop system environment
 Training
 Define business structure  Production support
 Business process definition
 User roles and authorizations  Continuous KPI management
 Quality assurance  Project close-out

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 15

Overview Program Timeline
Delivery in multiple waves

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 16

Implementation Approach – Guiding Principles

Governance model that reflects a sustained management support

Planning for an effective organizational change management
Effective project scope management through governance methods
Strategic Strategic relationship with SAP; a joint responsibility for success
Proper organization & process alignment
Participatory design and early user engagement
Organization
Adoption of SAP best practice with only unavoidable deviation
Exploitation of TTV reduction techniques; early visualization &RDS
Tactical Adoption of a formalised project management methodology
Enabled (through training, mentoring and placements) project team

Drive for platform unification & and interface minimisation

Strategic
Adoption of a tested deployment methodology

Technology
Consider Data a threat to project success & manage as such

Tactical
Take a process view of solution validation and testing activities TTV – Time to value

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 17

Planning Approach – Projects rolled-up to Program

Integrate Stream
Project Plan Review with PMO
Project Plan into
Template adoption against HLP
Detailed Program Plan

Stream timelines aligned Adopt program

with Standard WBS’s and Updated plan for
timelines Customer Sign-off
Planned duration
Deliverables Adopt as per
aligned as SoW
per Sow deliverables

PMO
Coordinated
Review and
Update Aligned with Aligned
Billing with ASAP
Milestones milestones

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 18

Standards of Project Communication

Information Information Information Frequency Form

Element Sender Recipient

Status Report SPM PM monthly Project Report

SPM

Status Report PM PM SPM, SC monthly Project Report

Workshop Protocol SPM SAP Key User after each meeting Result Protocol

SC Protocol SC PM, SPM, Board milestone Result Protocol

(min. 6-8 weeks)

Agenda/Invitation PM, SPM SPM, PM, SC if necessary …

Phase-related modifications in frequency

Legend: SPM: Sub-project management, PM: Project management, SC: Steering committee

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 19

Communications Plan

Communication facilitates change by ensuring that timely information about the benefits and changes of the program
is passed on to both internal and external stakeholders. Below is the high level communication approach:

1 2 3
Determine the
Identify internal communication need Identify key
and external of stakeholders messages for
stakeholder groups stakeholders

6 4
Monitor and 5
Develop
evaluate Execute
communication
effectiveness of communication
plan
communication activities

Examples of Communication activities include:

 Face to face Comms: Departmental meetings, One on One meetings, Staff Briefing, Process Owner Awareness sessions etc.
 External Comms: Vendor and Customer Awareness sessions, newspaper advert, letters to external bodies etc.
 Written Comms: Articles, Quiz competitions, poster, banners, roadshows, FAQs, website, etc.

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 20

Communication Principles

E-Mail Calendar
Electronic exchange of information Project members manage their
and documents: appointments/absence via the
 Within the SAP project, the exchange calendar feature:
of information and documents  Each project member records their
generally takes place without paper. personal appointments in the electronic
 Exceptions consist of approved calendar.
concepts, data transfers, etc that must  The same goes for absence, e.g.
be signed by the respective person in vacation.
charge.  Using the calendar for planning
 Attachments generally have to be sent meetings facilitates effective
as shortcuts/links. scheduling and sending of invitations.

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 21

SAP Project Redelivery Risk Visual

Non alignment of project Budget overruns Inadequate Staff Resources

delivery with methodology Insufficient Availability of experienced
Lack of understanding of documentation of project consultants
user level requirements output
Lack of quality control
Timely availability of IT Absence of QA/QC consultants
infrastructure Unclear / Incomplete scope
Value loss due to system definition
underperformance Poor Communication Strategy
Absence of requisite skills
Resistance to process change
Poor evaluation of risks
Delayed payment of contractors Legend
Unexpected changes in
$5m Trend in Controls
Impact

Governance Structures
Delays arising from Bureaucracy
Improving
Misinterpretation of project Impact of other major Delayed stakeholder approval
methodology activities Lack of external connectivity and Stable
Data migration tools not Unavailability of office band-with
fit for purpose space Poor contingency planning Declining
Inadequate Post Availability of end users for
implementation support training Risk Acceptability Level
Blue print design not fit Delays in implementation of
for purpose contracting strategy Response acceptable
$2.5m Instability after cut – over Inadequate timeframe for data
Poor employee retention management Response needs
improvement
Inadequate programme Process Silos Response significantly
scheduling Poor knowledge transfer deficient
Inadequate presence of first line
support.

Possible Likely Certain

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 22

SAP Program - Top 10 Risks

Availability of Experienced
Inadequate Staff Resources Absence of QA / QC Consultants Absence of Requisite skills Dela
Consultants
Low manning in critical project Consultants not having the No QA / QC Contract in place Project team members not De
teams relevant experience and know- at commencement having relevant experience and and
Mitigation: Restructuring of how Mitigation: Acceleration of know-how Mit
CoE and staff deployment Mitigation: Interview of critical contracting process Mitigation: Selection of team FAD
Owner – GGM ITD / SAP CoE resources, Contract termination Owner – SAP CoE Mgr based on skill, training of team for t
Mgr clauses members Ow
Owner – SAP CoE Mgr, Owner – GGM ITD / SAP CoE Mgr
Engagement Mgr SAP / KABO Mgr / GGM HR

Timely availability of IT
Unavailability of Office Space B
Infrastructure Availability of Office Space Resistance to Change

IT infrastructure not in place at Unavailability of Office Space for Inadequate sitting space for SAP Remaining with the status quo Non
project commencement teams, consultants sitting apart from COE and consultants after automation of processes, with b
Mitigation: IT infrastructure NNPC SMEs Mitigation: Initiate Request and running parallel processes organ
checklist and periodic review Mitigation: Engagement of GM Engage GM GAS for Office space Mitigation: Stakeholder Miti
Owner – GM Core Inf / SAP CoE GAS and GGM ITD on office and furniture. Initiate Request and engagement plan, Process council comp
Mgr requirements Engage GM ITD Core Infrastructure engagements sessi
Owner – GGM ITD / SAP CoE for laptops and phones. Owner - SAP CoE Mgr Ow
Mgr Owner – GGM ITD / SAP CoE
Mgr

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 23

Project Documentation

Saving in the project documentation directory

Project documentation not saved in the project documentation directory is classified as non-existent.

Project members‘ duty to gather information

Every project member is obliged to actively gather the needed information.

Naming conventions
All project documentation has to follow the naming conventions and must be saved in the specified directory
folders.

Templates
Providing for the project documentation uniformity, the given templates have to be used.

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 24

Changes in Project Scope

During the Business Blueprint phase the project scope is defined within the agreed statement of work with SAP.
That means that all relevant processes and functions are listed in a document. In case there are modifications
during the project, for instance regarding the business model, they can be handled with so-called Change
Requests.
 Change Requests can be used in exceptional cases to modify the project scope.
 Change Requests will automatically generate additional costs and increase the overall project risk as they, for instance, may
challenge the project schedule.
 Change Requests are subject to a dedicated authorization procedure.

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 25

Procedure: Change Request Management

1 Requirement is on hand

2 Decision on verification: Is an implementation feasible, can it

o.k. be included at this point in time?

3 Verification and assessment Effort, follow-up efforts, tentative

by experts proposal for implementation

4 Estimation of impacts Assessment regarding

on the project project budget, schedule, ...

5 Decision on implementation Adjusted Resource Plan,

Budget Plan, Project Plan, ...

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 26

Decision-Making Templates Formalize Processes

SMEs are acquainted with the business of NNPC.

But in case there is a need for decision that, for instance, exceeds their area of responsibility, they can use
decision-making templates to balance advantages and drawbacks in order to make a recommendation.

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 27

Project Manual

A project manual will be compiled and is binding for the entire team. Manual contents:
 Project assignment
 Description of project phases
 Project contents
 Communication structure and reporting
 Project controlling
 Provision of material
 Management (Change Request Process, Quality Assurance)
 Documentation guidelines and naming conventions

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 28

Project Preparation

Roles Involved/Activities Results

Roles involved Results

 Project manager  Project planning
 Key user  Project organization
 SAP consultant
Result documents
Activities  Open Issue List
 Preparation of Business Blueprint
workshops
 Kick-off preparation and execution
 System landscape set-up
 Detailed planning of Business
Blueprint creation
 Design of best-practice system

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 29

Business Blueprint

Roles Involved/Activities Results

Roles involved Results

 Project manager  Business Blueprint
 Key user  Final process scope
 SAP consultant
Result documents
Activities  Open Issue List
 Acquainting key users with SAP
To-Do List/Next Steps
Best Practice
 Blueprint document creation
 Business Blueprint workshops with
key users  Blueprint presentation
 Interface design  Blueprint approval

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 30

Principles of Availability Planning

 Adherence to the budget

 Project days are generally Monday to Friday
– Depending on the project, possibly less than five days a week but starting on Monday
 On Tuesdays, there is compulsory attendance for consultants on the customer‘s site.
 Generally, tasks will be planned for the entire work week, regardless of whether the consultant is on location every day.

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 31

Realization

Roles Involved/Activities Results

Roles involved Results

 Project manager  Acceptance protocol
 Key user  Detailed planning of Go-Live
 End user (selection) preparation
 SAP consultant  Approved test scenarios
 Final preparation approval
Activities
 System configuration Result documents
 Acquainting key users with SAP  Open Issue List
Best Practice  Authorization Concept
 Master data cleansing
 Functional test processes To-Do List/Next Steps
 Integration test  System handover planning
 End user training concept  User support planning for live
 End user documentation creation operations (Hotline)

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 32

Final Preparation

Roles Involved/Activities Results

Roles involved Results

 Project manager  Detailed system handover plan
 Key user  Going-live approval
 End user
 SAP consultant

Activities
 Set-up of productive system
 Master and transaction data import
 End user training
 Customizing of forms and reporting
 Customizing of end user
documentation

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 33

Go-Live und Support

Roles Involved/Activities Results

Roles involved Result documents

 Project manager  Project Close-out Report
 Key user  Acceptance Protocol
 End user
To-Do List/Next Steps
 SAP consultant
 Working through the Open Issue
Activities List
 Monitoring of productive system  Handover to live operation
 Follow-up end user training
 Hotline

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 34

Next Steps – Program View

Plan & Communicate Execute Support & Measure

 Measure results and
 Translate business  Allocate best and
communicate success
strategy into an brightest
executable realistic plan  Continually measure and
 Fully resource the project
report project
 Create a vision that teams
performance versus
motivates “Why change?”  Balance running business planned, business
 Plan briefing session for with project demands benefits realised.
business resources  Rapidly resolve areas of  Accelerate knowledge
joining the project team conflicts and escalate acquisition to ensure
 Plan first meeting for where necessary system benefits are
SPSC and GPC.  Optimise project realised.
 Engage the organization meetings for rapid
and revalidate business decision making
processes and expected  Communicate
benefits consistently
 Communicate guiding  Celebrate key milestones
principles
 Review and Monitor risks,
implement mitigation
strategies

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 35

Week View of Activities for Project Managers

Week in April

S/N Next Step Deliverables Start End

1 Prepare Project Charter 3 3

2 Schedule Scope Validation Session - PTP & OCM 3 3

3 Conduct Scope Validation Sessions - PTP & OCM 3 3

4 Project Plan per work stream 3 4
5 Schedule Scope Validation Session - Others 3 4
6 Conduct Scope Validation Sessions - Others 3 4

7 Publish Scope Statement (based Validation sessions) 3 4

8 Plan Requirement Workshops 3 4
9 Prepare Scope Document 4 4
10 Hold Requirement Workshops 4 6
11 Solution Prototyping (if Applicable) 4 6

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 36

Week View/Activity Calendar (Project Prep Phase)

April, 2018
SUN MON TUES WED THU FRI SAT

15 16 17 18 19 20 21
Project Orientation, Conduct Scope
Onboarding and Validation Session
Introductions etc – PTP & OCM???
Stream Kickoff & Next
Step Planning

Plan, Secure & Conduct Scope Validation Sessions per Workstream

Project/Workstream Plans

22 23 24 25 26 27 28

Project/Workstream Plans

Conduct Validation Session (Output: publish Scope Statement)

Plan Business Requirement Workshops

Begin Solution Prototyping (if Applicable)

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 37

 Next Steps – Expected Deliverables/Outcomes (PM Focus)

S/N Deliverables/Outcome Resp.

1 Project Plans (Baseline Program Plan) All
2 Scope Statement & Document All
3 OCM Roadmap OCM
4 Communications Plan OCM
5 Complete HW Sizing Estimation for Solution Landscape - New and Existing Tech
6 Project Charter All
7 Tech Migration Plan Tech
8 Verify Functional and Non-Functional System Requirements Tech

9 Stakeholder Identification & Contact List (Project & Business) - Baseline version All

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 38

Execution – Work Tools, Templates and Guides

S/N Work Tool/Template Ref

1 Kickoff Slides
2 Doc Naming Convention
3 Onboarding Document
4 MOM
5 Presentation
6 SoW
7 Project Plan Template
Project Weekly Status Report
8 Template
9 Issues log Template
10 Risk log (Register)
11 Resource Availability Sheet
12 Decision Making Templates
13 Distribution list

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 39

Intro to Detailed Plan Template

Planning Approach – Refresher

Integrate Stream
Project Plan Review with PMO
Project Plan into
Template adoption against HLP
Detailed Program Plan

Stream timelines aligned Adopt program

with Standard WBS’s and Updated plan for
timelines Customer Sign-off
Planned duration
Deliverables Adopt as per Detailed Plan Walkthrough
aligned as SoW
per Sow deliverables

PMO
Microsoft Excel
Coordinated Worksheet
Review and
Update Aligned with Aligned
Billing with ASAP
Milestones milestones

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 40

 END

Thank You

Backup Slides Follow

© 2018 SAP SE or an SAP affiliate company. All rights reserved. 41
 Include Objectives and outcomes
Meetings

...

Project Management ...

...

Weekly Jour-Fixe

SAP Sub-Project Managers ...

...

SC meetings take place every six weeks,

1. Date:

Steering Committee ...

...

No meeting without agenda and protocol!

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 42

Open Issues

Are there any questions or proposals?

 …
 …

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 43

Lessons Learnt for Previous SAP Program

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 44

What Does Project Success Really Mean?

Functional Goals

Project Goals
Business Goals
Achieving the requested modifications
or improvements in the business Schedule Compliance
Quality Spec Compliance

Budget Compliance

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 45

High Level SAP Architecture
As-Is SAP Technical Landscape

INSTANCE 4 INSTANCE 3 INSTANCE 2 INSTANCE 1

NNPC – CORPORATE HQ NNPC RETAIL NNPC PPMC & CHQ NNPC CHQ
UI UI UI UI

Mobility

Mobility
Mobility
Mobility
Portal

BI Data Management BI Data Management BI Data Management BI Data Management

Business Applications Business Applications Business Applications Business Applications

SAP ECC SAP ECC SAP ECC IS OIL SAP ECC SAP ECC

FI/CO SD PEF
FI/CO PS JVA, PSC
SD FI/CO PM
HR AM MM PM
SD MM GRC - PC
OGSD MM SD
PM PP CATS
OGSD

IT Management IT Management IT Management IT Management

Integration Security & Controls Integration Security & Controls Integration Security & Controls Integration Security & Controls

3rd Party 3rd Party 3rd Party 3rd Party

ERP - HCM IS Oil Downstream ERP + IS Oil Midstream ERP

© 2018 SAP SE or an SAP affiliate company. All rights reserved. Internal 46

Thank you

Contact information:

F name MI. L name

Title
Address
Phone number