This is particularly important when moving a complex, regulated business from a legacy ERP platform to a SAP platform.Īll of the applications went live successfully in October 2019 – we definitely had some additional “mopping up” to do with understanding the finer detail of some more complex business processes. What is often overlooked (and underestimated) in these projects, is providing sufficient time to work with the business users to fully understand their existing E2E processes and then work with them to determine the agreed “to be” E2E processes which will fit the live SAP template. This information is then collated in sufficient detail to be able to document and pull together the future business end to end processes. These sorts of projects have many moving parts and essentially involve extracting business data and process information from the existing users. This additional complexity and scope was what we had to now spec, build, test and deploy for the SH rollout. The SAP & GLIMs projects (for the NH project phase) successfully went live in April 2018 and the SH project team regrouped in Australia to begin ramping up the SH part of the project.Īlthough the Australian and NZ components of the project were part of a global rollout, there were many localised business process complexities, external/internal interfaced systems and additional manufactured products that were not part of the SAP template (already deployed and live). The Site Deployment Lead asked me to return and join the site deployment team and help with execution of readiness activities and Hypercare support. We moved through the UAT phase successfully and entered the final Production data load and deployment phase. With my background primarily in Pharma manufacturing and operations, it allowed me to get out to the site where I would be working closely with Operations people and execution of the tests. This led to an opportunity to lead the UAT testing at Liverpool in the UK. My first role was to assist the Test Lead and plan the UAT testing schedules for each of the NH manufacturing sites. Initially working from the Seqirus site in the UK (Liverpool), my job was to support phase 2 and 3 activities – and gather sufficient knowledge which could be transferred and used for the SH part of the project. the Australian and New Zealand rollout of SAP. There was an established project team already in place and I’d been engaged for the SH part of the project (not yet started). When I joined the SAP delivery part of the project, the NH build was complete and just entering the OQ testing phase (phase 2 of NH rollout). Project delivery focussed on the northern hemisphere (NH) rollout first before commencing the southern hemisphere (SH) rollout. Phase 2 – Testing phases (INT, OQ & UAT).Phase 1 – Design, update specification documents, build changes to the template (& unit test them) and begin collecting data ready to load for the first system test phase.This project was split into 3 main phases across both Northern Hemisphere and Southern Hemisphere sites: These roles provided a real perspective on the complexity of these processes.įirst though, some background, and then those learnings. There is the significant regulation in place (as there should be) in this industry, but above all there is the requirement to ensure the design and final build has the appropriate controls in place throughout all of the relevant business processes so that finished products meet the release specifications and requirements are delivered to patients.ĭuring the project lifecycle, my role evolved from the Process, Data and Deployment Lead, the Business & Deployment Lead and finally the Business Sustain Lead. Paul Fletcher finalises his role as Business Process, Data and Deployment Lead on Seqirus’ global rollout of SAP & GLIMs IT systems and shares learnings from a successful project.Ĭharged with leading the Business Process, Data & Deployment areas during a global SAP ECC systems rollout project for Seqirus has been one of the most challenging and rewarding experiences of my career, including tense moments driven by a relentless timeline, a conservative budget, plenty of design complexity and parallel tasks.Īnyone who has ever been involved in the rollout of a global applications project for a Biopharmaceutical company will know how good it feels when you get to the end of the project! It provided a great learning and development experience and I want to share some of those insights.
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