Our client is a leading service provider in the field of non-cash payments. The customer environment was heavily underpinned by self-developed applications. All customer-specific processes, in particular, were processed outside SAP. The integration of various applications, as well as the further development of the applications resulted in ever greater costs.

The goal of the project was to integrate in-house developments into the SAP standard; therefore increasing SAP utilisation from originally 25% to over 75% for all the processes was planned.

Oparium’s role involved monitoring process re-engineering whilst taking into account the SAP corporate finance functionalities, managing the project team consisting of eight SAP module experts and up to 15 developers, accompanying and ensuring the quality of all the process workshops, blueprints, test scenarios, as well as being responsible for integration tests and preparation and guidance of the steering committee with the senior management team.

Our client is a world leader in its field. The size of the group had gradually increased over the years due to numerous acquisitions. Unfortunately, the applications had never been harmonised. The first steps of infrastructure consolidation had been carried out.

Each regional subsidiary operated its own SAP environment. In order to optimise costs and enhance the processes, the goals were to transfer the heterogeneous environment to a central system and to harmonise the processes as far as possible.

To this end, Oparium took responsibility for monitoring process re-engineering, managing the project team, consisting of 25 SAP module experts, accompanying and ensuring the quality of all the process workshops, blueprints, test scenarios, integration tests, and preparing and guiding the steering committee with the senior management team.

The client, an IT service provider of a corporate group in the energy industry, operated more than 4,000 applications with roughly 3,000 employees, including 400 SAP landscapes, 550 web-based applications, 1,000 individual applications and over 80,000 end devices.

The IT infrastructure operation and application management has been transferred to several outsourcing partners. In the course of service migration, the internal organisation and the existing processes were restructured and incorporated in the overall organization.

The Oparium manager ad interim led a team of seven sub-programme managers and 70 project managers for transforming application operation. The focus was placed firmly on the development of application migration models, the analysis of existing application operation requirements in 260 company divisions with a total of 90,000 users and harmonisation of the application operation requirements.

Further key points were:

• Organising ITIL process models and managing their realization
• Structuring the separation of the application and system operation
• Defining and designing project controlling processes (SPI, CPI)
• Organising quality and test management processes