Knowing is Half the Battle

S/4HANA Implementation Team Composition

Knowing what is involved in your transformation is only half the battle; selecting who is involved in your transformation is equally important.

Consultants realize that companies are struggling to scope these projects in terms of team size. When asked, 85% of consultants report that companies weren’t staffed properly. Of those who believed they are improperly staffed, 81% report that these teams are usually understaffed versus overstaffed. This is is why additional help is usually required from either offshore resources, systems integrators, or independent consultants.

These consultants are usually included on the team only when the project is in danger of missing the go-live date, when members of the team do not have the proper skill set, or are unproductive in accomplishing the necessary tasks. Consultants tell us that they are frequently used to get the project back on track and ultimately across the finish line.

"When asked, 85% of consultants report that companies weren’t staffed properly. Of those who believed they are improperly staffed, 81% report that these teams are usually understaffed versus overstaffed."

Ideal Team Size Per Module

"Regardless of company size, what is the average size of the team or staff used to execute the S/4HANA transition, per module?"

Consultants believe a team doesn’t have to be an army to be effective. Adding more resources is not necessarily the way to make it go faster or smoother.

Critical Team Skills

"What skills are the most critical for a company to have on-hand once the S/4HANA implementation or transition is complete?"

Consultants feel that having functional business configuration expertise and well trained super users after go live are the most critical skills to have. This supports the high priority placed on analyzing business processes shown in the later portion of the research.

Other skills included: ABAP developers, data modeling, and finance & controller knowledge.

Properly Staffed For Success?

"How often do you believe companies are properly staffed to begin their S/4HANA transition?"

When asked, 85% of consultants report that companies weren’t staffed properly. Of those who believed they are improperly staffed, 81% report that these teams are usually understaffed versus overstaffed. This is why additional help is usually required from either offshore resources, systems integrators, or independent consultants.

Project Leadership

"In your opinion, who is the best candidate to lead an S/4HANA project or be responsible for project delivery?"

There was no universal consensus in who should be leading the S/4HANA project. Consultants suggest that these three roles each play a part in any successful S/4HANA implementation.

What did consultants have to say on team composition?

People often think it’s a choice between using an internal team or an external one for S4/HANA Implementation, but we recommend a hybrid approach of an internal project team and a neutral third party of expert consultants. . ."

-Sriram V.

Good functional consulting skills are needed to ensure that the business community is able to continue to transact and interact with the processes that they need to in order to keep the business working."

-Marc S.

Use experienced consultants and good project management. Be realistic with timelines and bond your consultants with the business people. So basic... so not done."

-David G.

"A strong working relationship between the SI project manager, IT customer lead, and an independent consultant gives the business the best chance at success."

Most consultants suggested that the three leaders from the business, systems integrator, and an independent consultant should be a part of any successful S/4HANA implementation.

A strong working relationship between the SI project manager, IT customer lead, and an independent consultant gives the business the best chance at success over the course of their project.

Despite this being apparent, consultants tell us that they are frequently used to get the project back on track and ultimately across the finish line.