COMPONENT DESCRIPTION

CHECKLIST
PROJECT ISD–SCOPE

PROJECT IDENTIFICATION
Project Name CPI Project Number
<Project Name>
Customer Name Customer Number
<Customer Name>
SAP Project Manager Customer Project Manager
<SAP Project Manager> <Customer Project Manager>

DOCUMENT IDENTIFICATION
Author Document Location (repository/path/name)
<Author> <Document location>
Version Status Date (YYYY-MM-DD) Document Classification
0.1 Final <Date> Internal

REVISION HISTORY
Version Date Description
0.1 February 4, 2010 <Text here>
0.2

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Purpose
This document describes the required attributes of a component (scope and deliverable) that is delivered as
part of the complete project scope. These attributes should secure that the assembly of project components
can be planned, executed, monitored and controlled.

This is particularly important when components are delivered in a distributed context. In this situation it
should be assured that, upon assembly, the components do match and it is known how these can be
integrated with each other to deliver the complete project scope. Not only are scope attributes relevant, but
also all other project management aspects (like costs, time, risks, etc.) should be known to be able to
incorporate the component in the project management planning as well.

ATTRIBUTES FOR PROJECT COMPONENTS

Attribute Description Example

SAP Solution Component What application component of the SAP range SRM-LA-MSG
of solutions does the component cover? Supplier Relationship
Management – Live
Auction - Messaging
(Minimum) Release / What is the SAP Product version? SAP SRM 5.0
Version If relevant, information on support / business
package might be supplied.
Industry Indication if the component is part of one or SAP for Insurance
more industry solutions.
Process(es) Business Process(es), part of a scenario that Cross Docking (part of
the component addresses described using the scenario “Procurement
Business Process Repository as reference. and Logistics Execution
Processes in ERP)
Language Language in which the component is English
delivered (settings, documentation,..)

(Sub) deliverables / What does the component deliver described Sales Order
workpackage in ASAP terminology. This description should Management:
make it possible to link it to the overal WBS  Baseline configuration
for the project. It can either be implementation  Final configuration
project related deliverables or solution related
 Authorization and
deliverable or a combination of both (see
example). Security implementation

IMG Configuration settings Listing which IMG configuration steps and Define sales document
corresponding tables are affected by this types: V_TVAK
component. This to ensure no double or
conflicting configuration is applied.
Acceptance Criteria's (like How are the deliverables of the component Testscripts are provided 8
test conditions / tested and confirmed to the supplier? weeks before delivery by
constraints) the customer. (see
acceptance procedure in
contract …)
Cost What effect does the component have on the 80.000 EUR.
total project cost? (What is the cost price for It requires 8 days to
this component itself and what is the effect of deploy this component.
additional project work (set-ups, ..) if the
component is deployed.)
Time What effect does the component have on the The delivery duration is 4
project schedule? List the activities to deploy weeks. It can start after
the component. the blueprint and detailed

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 ATTRIBUTES FOR PROJECT COMPONENTS
Attribute Description Example

specifications have been

approved.
Risks What effect does the component have on the
total project risks? (component risks and the
effect on other risks)
Communication What are the communications required to
deploy this component?
Quality criteria What are the quality criteria for the
component? (effect on system
performance, ..)
Procurement How is the component procured (fixed price, The component is
time/material) and are commitments delivered for 80.000 EUR.
documented and monitored? See contract…
Delivery responsible for Who is responsible for the delivery Fabiola Henderson (SAP
commitment and can be contacted to get CRM HUB IV)
the component more information

Prerequisites & Prerequisites and assumptions to be able to Requires completeness

Assumptions implement the component (technical, of configuration of
organisation, project..). These can address for  FI general ledge
example:  HR minimaster
 Required system landscape and technical
Internet explorer version
components x.y
 Available technical infrastructure (hardware, Implementation during
connections, ..) realization
 Timing of implementation Requires 2 days training
 Project team participation (for example for an application owner
resources to assemble the component, to maintain (training
project management effort,..). SRX600)
 Knowledge / training requirements of project
team members / users.
 Information delivery (business
requirements, test-cases, historical data,..)
 Compliance to templates and procedures

Definitions
Deliverable is any unique and verifiable product, result, or capability to perform a service that must be
produced and provided to complete the process, phase, or project. A deliverable should tie back to business
requirements, have a documented test plan, and have explicit acceptance criteria associated with it, so that
the deliverable’s conformance to requirements can be formally agreed.

Note: External Deliverables

When SAP and customers refer to deliverables, they are usually referring more narrowly to “External
Deliverables,” which is a deliverable that is subject to approval by the project sponsor or customer.
This approval process is called “Deliverable Acceptance,” and should be performed in conjunction
with testing and/or final customer acceptance.

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Component: is a constituent part, element, or piece of a complex whole.

Decomposition: is the subdivision of the project deliverables into smaller, more manageable components.
The WBS subdivides the project work to the level where it can be reasonably scheduled, cost estimated,
monitored, and controlled.

Non-Product Deliverable: is a deliverable that is not usually associated or directly traceable to a “Product of
the Project.” For example, Project Management should be considered a deliverable in each project, but
production of the PM deliverable is not directly traceable to business requirements driving the project. Note
that a Non-Product Deliverable should have explicit acceptance criteria associated with it, so that the
deliverable’s conformance to requirements can be formally agreed.

Product-Related Deliverable is a deliverable directly traceable to a “Product of the Project.” A Product (or
Process) Deliverable should tie back to business requirements, have a documented test plan, and have
explicit acceptance criteria associated with it, so that the deliverable’s conformance to requirements can be
formally agreed.

Work breakdown structure is a deliverable-oriented hierarchical decomposition of the work to be executed

by the project team to accomplish the project objectives and create the required deliverables. The WBS
organizes and defines the total scope of the project. It should represent the current approved project scope
statement.

WBS Dictionary describes each component of the WBS. It includes a description of the scope/work/product,
scheduling information and may include cost estimate, resource requirements and other (technical)
information.

Work package is the lowest level in the WBS and is the point at which the cost, resource requirements, and
schedule can be reliably estimated. However, project managers should take care not to over-elaborate the
WBS themselves, for that leads to non-productive management effort, inefficient use of resources, and
decreased efficiency in actually performing the work.

Note: Level of Work Package detail

Project managers should ensure that every detailed step or activity executed in the project should
NOT be represented in the WBS. For the purposes of this guideline, a “work package” should
contain no more than 40 to 80 hours worth of effort (not duration). Most projects will want team
leads to further elaborate their work packages into task lists and team schedules.

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