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SAP Solution Manager: An Application Lifecycle Management tool White Paper

Bachelor‟s thesis within Informatics Author:

Chen Cheng Michael Dibo Bekindaka

Tutor:

Daniela Mihailescu

Jönköping

March 2011

Bachelor’s Thesis in Informatics Title: SAP Solution Manager: An Application Lifecycle Management tool. Author:

Chen Cheng, Michael Dibo Bekindaka

Tutor

Daniela Mihailescu

Date:

2011-February

Subject terms:

Abstract Background: The outburst of the application industry leading to the creation of complex applications serves as the need for a proactive approach to the implementation and monitoring of applications. Application Life-cycle Management (ALM) thus provides a conceptual framework with pre-defined steps that can help organizations successfully deploy their IT applications and adapt them to meet their changes in business needs. SAP Solution Manager is one of such ALM tools that is widely used by SAP Customers to manage their entire IT landscape, for cross-integration of application platforms thereby securing Return On Investment (ROI). Challenges with application integration are very vital to note when considering the customer‟s perspective. Previous methods of application delivery with closed application platforms cannot suffice to solve the integration problem; therefore application delivery has to be done in a more transparent fashion, which will lead to cross-application development techniques and thus maximize customer satisfaction and safe in cost of customization, in order to fit existing IT environment. Purpose: The primary aim of this report is to investigate SAP Solution Manager as an Application Life-cycle Management tool, bringing out its potentials benefits and presenting challenges encountered by its users thus far. This purpose is achieved with the a case study on SAP Solution Manager, where SAP customers and developers are being questioned about their experiences with the use of Solution Manager as an application life-cycle management tool, through an online survey. Method: In order to achieve the essence of this academic paper, we made use of academic methods. According to Saunders, Lewis & Thornhill (2007), a methodology is a theoretical procedure of how a research should be done. We therefore make use of the inductive approach and exploratory strategy in finding facts to empirically back up our claims and proposals about this sustainable method of software delivery. Conclusion: The data collected from the interviews and the theoretical frameworks from journals, articles and books are being used in the analysis to show the outcome of this study: SAP Solution Manager as an ALM tools has potential benefits that could be harnessed if the users understand the value of the tools and features embedded in it. Further, the challenges incurred could also be due to lack of proper understanding of the value of embedded tools, which prevents users from adequately deploying them.

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Table of Contents 1 Introduction .......................................................................... 1 1.1 1.2 1.3 1.4 1.5 1.6 1.7

Background ................................................................................... 1 Problem Discussion....................................................................... 2 Research Question........................................................................ 3 Purpose ......................................................................................... 3 Delimitations .................................................................................. 3 Disposition ..................................................................................... 4 Definitions ..................................................................................... 5

2 Method .................................................................................. 7 2.1 2.2 2.3 2.4 2.5 2.6

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Hermenuism .................................................................................. 7 Research Approach....................................................................... 8 Research Strategy......................................................................... 9 2.3.1 Case study .......................................................................... 9 Research Choice ........................................................................... 9 Time Horizon ............................................................................... 10 Data collection ............................................................................. 10 2.6.1 Secondary Data ................................................................ 10 2.6.2 Primary Data ..................................................................... 10 2.6.3 Data reliability and validity ................................................ 11 Data Analysis .............................................................................. 11

3 Literature Review ................................................................ 13 3.1 3.2

Standard Adaptive Life-cycle management ................................. 13 The Changing Face of Application Life-Cycle Management ........ 15 3.2.2 The open Application Life-cycle Management .................. 19

4 Frame of Reference ............................................................ 20 4.1 4.2

4.3

SAP Solution Manager ................................................................ 20 4.1.1 SAP Solution Manager Features and Functions ............... 21 Panaya Inc. SAP Solution Manager Survey ................................ 24 4.2.1 Background ...................................................................... 24 4.2.2 SAP Solution Manager Survey ......................................... 24 Potential Benefits of SAP Solution Manager ............................... 25 4.3.1 Business Benefits ............................................................. 25 4.3.2 IT Benefits ........................................................................ 25

5 Empirical Findings ............................................................. 26 5.1

Data display: ............................................................................... 26

6 Analysis............................................................................... 33 6.1 Utilization of Features and Functions of SAP Solution Manager................................................................................................. 34 6.1.1 Major Reasons for Using SAP Solution Manager ............. 34 6.2 Benefits and challenges in using SAP Solution Manager ............ 37 6.2.1 Potential Business and IT Benefits of SAP Solution Manager ...................................................................................... 37 6.3 Rating of Solution Manager ......................................................... 39

7 Conclusion .......................................................................... 41

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8 Discussion and Reflection ................................................. 43 9 Appendix ............................................................................. 47 9.1 Questionnaire for SAP customers/SAP-Partner System Integrators:............................................................................................. 47 9.2 Survey Cover letter...................................................................... 50

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Figures Figure 1 The Research Onion ........................................................................ 7 Figure 2 The research approach V model. ..................................................... 8 Figure 3 Components of data analysis: Miles and Huberman’s interactive model............................................................................................... 12 Figure 4 Standard Adaptive Management Life Cycle ................................... 14 Figure 5 ALM 1.0: Today’s ALM suite .......................................................... 16 Figure 6 ALM 2.0: Tomorrow’s ALM platforms ............................................. 17 Figure 7 Open ALM Platforms ...................................................................... 19 Figure 8 Application Life-cycle Management from SAP ............................... 20 Figure 9 SAP Solution Manager Features .................................................... 21 Figure 10 Application Life-cycle Management Processes Across the Lifecycle Phases ................................................................................... 23 Figure 11 Respondent business domains .................................................... 26 Figure 12 Respondents by company size .................................................... 26 Figure 13 Years of SAP Solution Manager deployment in organizations ..... 27 Figure 14 Years of respondents working experience with Solution Manager 27 Figure 15 Respondents field of specialty ..................................................... 27 Figure 16 Most important features of SAP Solution Manager ...................... 28 Figure 17 Top reasons of using SAP Solution Manager .............................. 28 Figure 18 Use of Documentation.................................................................. 29 Figure 19 Facts about features of Solution Manager ................................... 29 Figure 20 User perspective of Solution Manager ......................................... 30 Figure 21 Overall rating of SAP Solution Manager....................................... 30 Figure 22 Top business benefits of SAP Solution Manager ......................... 30 Figure 23 Top IT benefits of SAP Solution Manager .................................... 31 Figure 24 Top challenges of SAP Solution Manager.................................... 31 Figure 25 Satisfaction of TCO of SAP Solution Manager ............................. 32 Figure 26 Suggested features to be improved ............................................. 32 Figure 27 Degree of Importance of Features ............................................... 36 Figure 28 Harnessing SAP Solution Manager (Created by Authors)............ 40

Tables Table 1 The Hidden costs of ALM 1.0 .......................................................... 16 Table 2 ALM 2.0 benefits ............................................................................. 17

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1

Introduction

The introduction provides a vivid general view of the concept of Application Lifecycle Management, problem discussion, research questions and main aim of this study. It also defines the scope of this study, thereby guiding the reader on what to expect from the rest of the report.

1.1

Background

Constant evolution in the IT industry leads to the creation of new technologies. Recently, the IT industry is experiencing an outburst of application development in which several enterprises are creating different complex applications to match current business needs. There is a need for these multi-vendor applications to interoperate; therefore ALM plays the role of a key enabler for streamlining a team‟s ability to produce and release software applications through the coordination of software development activities and assets throughout their lifecycle (Mats, Carolyn, Philip, Khurram, Katur, Brianna & Nail Yuce, 2008). ALM is a new concept that is re-defining the way software applications are being delivered. This concept has a high level of awareness but limited understanding in context with business, thus low level of utilization in organization (Carey, John & Jacqueline, 2006). Challenges in the development lifecycle of applications have led to the inception of the ALM concept. Defining ALM is not very easy, and several people (including vendors) have tried different definitions to explain this seemingly blurry concept. Typically, ALM has been equated to Software Development Lifecycle (SDLC), which is very limiting. Like a human life, an application‟s lifecycle is demarcated by significant events starting from the point of inception, deployment till end of life (Chappell & Associates, 2008). There is a need for an end-to-end approach in the method of software/application delivery, where software vendors do not just need to sell software to customers, but actually partake in the development of the software as the customers utilizes it. In this research, the authors seek to outline the benefits that come along with the use of a lifecycle approach to software delivery. Proper integration of practitioner tools and different applications from different vendors optimizes customer satisfaction and further save in licensing fee (Carey et al, 2006). ALM creates a platform where systems, people, process and information can be properly connected, thus increasing team collaboration and productivity (Microsoft Services, 2010). ALM has evolved from ALM 1.0 to ALM 2.0, but there still exist certain challenges that hinders the wide spread acceptability of this concept. We make use of a case study strategy and collect data through a survey, where customers/developers of SAP Solution Manager (SolMan) are being asked to recount their experiences with the use of this tool as an ALM tool/platform. This case study enables the authors to produce empirically backed up results about the potential benefits business can accrue in the use of this lifecycle product, and also the major challenges encountered; as such advocating for the value to be gained from the heavy investment cost incurred. Basically, SAP Solution Manager is very complex application software, which has various features, and functionalities that need to be fully utilized in order to attain Return on Investment (ROI). Statistics from previous researches/surveys like the one did by Panaya Inc, 2010, suggest that a substantial amount of their respondents (347) did not use SAP Solution Manager‟s full functionality and were not also very aware of the benefits SAP Solution Manager brings to the organization (Panaya, 2010).

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Hence, there is a focus on SAP Solution Manager, its main features and functionalities, and bringing out its use as an application lifecycle management tool. The benefits of using the various functionalities of this product to the maximum are being outlined. Also, challenges that the customers experience with this product will be critically analyzed.

1.2

Problem Discussion

Ever since the advent of the IT boom, the creation of software applications has been proliferated. As such, many vendors create application to be deployed in different organizations using the usual method of software delivery. But with the evolution of the Application lifecycle management, integration and collaboration of life-cycle tools features; this will help facilitate delivery and optimization of software applications. Application Lifecycle Management can deliver a long-term methodology for enhancing the strategic benefits for organizations that invest in application software. The lifecycle concept has predefined steps: Requirements, Design, Build and Test, Deploy, Operate and Optimize (Information Technology Infrastructure Library, 2011). This concept basically prescribes the best practices for IT service management like integration of 3rd party IT management tools and a resilient IT infrastructure for future upgrade which thus justifies the long term investment on IT services for business. Even though this concept is very lucrative, there are still certain setbacks in the lifecycle management tools that have been developed for the market. Just like other lifecycle tools, SAP Solution Manager has features that are unused or underused by the customers. In 2010, based on the research done by Panaya Inc on SAP Solution Manager, the statistic revealed that even though 42% of customers experienced the benefit of system control, there were still 20% of the respondents who were unsure about the benefits they received. 32% complained they had as main challenge the complexity of the tool, 25% did not understand the value of the tool and 15% find it very costly to utilize (Panaya Inc, 2010). This is not a generalization for all lifecycle management tools, but due to the fact that SAP being at the leading edge of major system integrators who are developing lifecycle tools, we find this statistics quite plausible for most of the upcoming lifecycle tools. In order to address the research focus, we put into perspective the fact that most organizations do not understand the plausibility of this new concept. We aimed at outlining the potential benefits underlying SAP Solution Manager, while not disregarding the challenges that organizations come across. We made use of a case study with data collection through a survey, in which we closely and properly examine the customer‟s user experiences. This study aims at inductively advocating the logical concepts that can apply for most organizations with the need to understand the leverage that the application lifecycle management tool SAP Solution Manager, can bring to their organizations both now and in the long run.

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1.3

Research Question

On grounds of the thorough discussion above, the following research questions have been pinpointed as a guide to achieve the research goal:  What are the potential benefits of deploying SAP Solution Manager as Appli-

cation Lifecycle Management?

This main question can be attained through the following sub-question, which facilitates the understanding process further:  What are the major challenges encountered in the utilization of SAP Solution

Manager?

These two questions are targeted basically at the customers who still find the use of SAP Solution Manager and the entire concept of Application Lifecycle Management very bleak. Also, users/developers of SAP Solution Manager can have a better perspective of how this tool can be used to its full potentials, thereby optimizing business output.

1.4

Purpose

This is a basically an exploratory study: in which we seek to investigate the Application Lifecycle Management concept and the potential benefits of deploying SAP Solution Manager; while bringing out the challenges that most users have experienced thus far with the use of this tool. Our focus in on the understanding of the lifecycle management concept and how the functional capabilities embedded in the ALM tool SAP Solution Manager can be used to their full potentials. A case study has been carried out to collect relevant information that is being used to explain SAP Solution Manager, its main capabilities or functional tools, and thus bring out its potential benefits while seeking how to conquer the challenges that make this product intimidating to its users. The data collected with the use of a survey n the case study is carefully analyzed qualitatively using the theories obtained from relevant related literature sources. The questions in the questionnaire are targeted to SAP customers who are presently using the SAP Solution Manager. Results from the survey serve as an empirical qualification for why users of SAP Solution Manager should find an appropriate logical reason to deploy this tool, and the most effective way of making use of its full functionalities. As a matter of fact, this thesis should enable SAP customers and SAP-partner system integrators find plausible responses to the following basic questions: 1. What are the potential business benefits (long term and short term) gained in using SAP Solution Manager as an ALM tool? 2. How useful are the tools and features embedded in SAP Solution Manager to the organization‟s business processes? 3. How justifiable is the ROI of SAP Solution Manager?

1.5

Delimitations

As previously mentioned, the authors seek to explore the new concept of application delivery using the ALM tool SAP Solution Manager. Being a white paper research, we propose the potential benefits of deploying SAP Solution Manager while we suggest ways of tackling the challenges that users encountered thus far with this tool. We do understand that the market may not be ready to welcome this concept, and organizations are more com-

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fortable with the traditional methods of software delivery. But still we recognize the present problems of application compatibility and cross integration with peer applications; and these situations could be mitigated if a lifecycle approach is used in application delivery. In order to gain full potentials available in applications and other collaborative tools, fortunately ALM tools like SAP Solution Manager have emerged as platforms where all these applications can be managed. Due to our lack of hands-on experience with SAP Solution Manager, we basically have a theoretical approach where we align past researches done on this topic and we backed it up with a case study on SAP Solution Manager to demonstrate and create an empirical solution to this research. The fact that we make use of a survey means there are inherent limits to the level of generalization that can be made on the outcome of the study. Certain vital data could be further collected if we had a semi-structured interview with SAP customers or partner integrators. Thus our research is targeted to the users of the ALM tool SAP Solution Manager, as our questionnaires in the survey are aimed at bringing out the potential benefits of this tool, while advancing possible solutions to the present problems incurred thus far. Also, this research does not include a thorough study on any other ALM but SAP Solution Manager only. Accordingly, this implies that the result obtained from this study is aimed at SAP customers and SAP-partner integrators primarily, even though it might be useful to non-SAP customers/users.

1.6

Disposition

Chapter 1 Introduction

Chapter 2 Method

Chapter 3 Literature Review

Chapter 4 Frame of Reference

This chapter introduces the concept of ALM holistically and motivates the purpose of this report so the reader can understand the essence of the studies. This part of the report includes appropriate methods, in which the research is done, as such justifying the reliability and validity of the results obtained.

Concept related literatures to the theme of Application Lifecycle Management are being discussed at this section of the report. Note should be taken that this essence of this review is to provide relevant holistic knowledge about this field of studies to our readers only and not to be used in the analysis of collected data.

Theoretical frameworks are being outlined here, which are used later in the proper analysis of the data collected from the online survey carried out.

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Chapter 5 Empirical Findings

Chapter 6 Analysis

Chapter 7 Conclusion

Chapter 8 Discussion and Reflection

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Here, we collect data by carry out an online survey in which SAP Customers/Partner System Integrators recount their experiences with the use of this tool.

The data collected is being analyzed with the theories from the framework to support for a constructive judgment to our findings.

This chapter concludes the report and presents appropriate suggestions to our research questions of this inductively done research.

This section presents an overall discussion based on the outcome of this study and possible suggestions of ways we could do further researches on this topic in the future

Definitions

Application Lifecycle Management (ALM): Having an absolute definition for Application Lifecycle Management is not very easy. Different software vendors have tried different definitions for this concept, but they have subjective definitions based on their perspectives. Application Lifecycle Management thus has to be defined in a broader manner in order to encompass the entire processes involved. In essence, Application Lifecycle Management includes the entire period an organization takes in investing on its assets, from the inception of the idea to the end of the application‟s life (Chappell et al, 2008). Systems Application and Products in Data Processing (SAP): SAP is a world leader in delivering business solutions through the use of comprehensive business software applications and services to customers around the world. They are basically major ERP integrators with the Slogan that goes “The Best-run Businesses Run SAP”. It is a German founded company and they have their major market share in Europe and North America. SAP Solution Manager (Sol Man): This is an application management platform developed by SAP to be used to manage, provide integrated tools, methodologies and support on the entire SAP solution landscape.

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System Integration: Integration is a complex term that must be used in context in order to make sense. In this paper, we refer to integration within the context of enterprise systems. Whereby, data there is the no need for data to be stored multiple times or at different places in order to be accessed by all the software applications. Updates in any application module are also instantaneously reflected on every other tool across the business logic layer (Enterprise Integration Inc., 2006). Proper integration of system tools (lifecycle tools) for system synchronization adapted by the use of open integration standards like Web services Application Programming Interfaces (API), (Carey et al, 2006). Total Cost of Ownership (TCO) is a way of looking at the complete cost of an asset, including initial acquisition, maintenance, required training, repairs, and other associated costs. The concept of TCO began to be used in a widespread manner in the financial world in the late 1980s, when new technologies were being rapidly developed and it was sometimes difficult for companies to understand the value of their assets. TCO appears commonly in the automotive and technology industries, where consumers are encouraged to weigh the TCO of products that they purchase. (WiseGEEK, 2011)

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Method

This part of the report includes appropriate approach in which the research is done and data collection techniques, as such justifying the reliability and validity of the results obtained. Saunders, Lewis & Thornhill (2007), prescribe the research onion with the following: research philosophy, research approach, the research strategy, the research choice and basically the theoretical procedures, which we adopt in our research.

Figure 1 The Research Onion

Source: Adapted from Saunders et al. (2007, p.132)

2.1

Hermenuism

This section describes the procedure of the thesis. Saunders et al., 2007 described the research onion, which has different layers, and approaches that explain the method an academic research should be conducted. Saunders et al., 2007 describes positivism as an objective existence of reality, that is not susceptible to change based on human minds or judgment. Contrary to this philosophy is hermeneutic school of thought, which advances the fact that humans cannot be replaced in their role as social actors. This is an interpretive philosophy useful in the analysis of qualitative data. Considering the essence of our research, which is based on the qualitative analysis of quantitative data, we adopt a mix of positivism and hermeneutics. Positivism in the sense of all the data collected through the survey matters, and will not be reduced. This data will be presented empirically as it is. Hermeneutics because we are sensitive to the fact that this area of informatics involves humans and this aspect cannot be ignored. Hence we adopt a qualitative analysis to produce the essential results to our research purpose.

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2.2

Research Approach

The two most common ways to classify a research approach is the: deductive and inductive approaches respectively. The deductive approach works from more general to the more specific. There is a general theory in the beginning, then making the observations to confirm hypothesis. Deductive approach generally use the arguments based on laws, rules and accepted principles during the test process which usually need to collect quantitative data. The conclusion usually follows logically from premises (available facts). The inductive approach works the other way; it aims at moving from specific observations to broader generalizations and subsequently a theory (Bryman & Bell, 2007). At first making some specific observations, then according to the results of the observations, giving some tentative hypothesis, finally getting a theory. So the observation is the foundation of inductive approach. Usually it requires the qualitative data. Conclusions made are likely based on premises.

Figure 2 The research approach V model.

Source: Bryman & Bell (2007) As previously mentioned, what we are researching is quite a fairly new concept, which implies there are very minimal grounded theories that exist to support our claims. We basically make use of conceptual frameworks from SAP and we support it with relative literature reviews. We therefore adopt the inductive approach as our research method. Even though our method of data collection is quantitative (with the use of survey) but then, we use a qualitative method of analysis in order to make the hypothesis and get the plausible theory in the end.

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2.3

Research Strategy

The definition of exploratory study is „what is happening; to seek new insight; to ask questions and to assess phenomena in a new light‟ (Robson, 2002:59). Due to the purpose and area of focus of our research, it is obviously an exploratory study. We are going to follow the principal ways of conducting exploratory research: 1.

A search of the literature from online repositories like:  JULIA (Jönköping University Library)  Related articles from SAP Developer network community.  Google Scholar

In these repositories, we used information from books, published articles, and journals. 2. Case study: In which we make use of a survey composed of 18 purpose related questions to collect data from the appropriate respondents or experts in our field of research (SAP customers and partner integrators). 2.3.1

Case study

The choice of strategy depends on research questions, objectives, existing knowledge, available time and other resources, and your research philosophy. As explained by Robson (2002), a case study entails doing a research on a particular real-time/ real-life concept, through empirical investigations and use of adequate information from different appropriate sources. A case study is usually used in qualitative and quantitative studies when finding out solutions to questions like „how‟, „what‟ and „why‟ (Saunders et al. 2007). Yin (2003) distinguishes four different categories of a research, based on two dimensions: Single case v. multiple case; and holistic case v. embedded case. SAP Solution Manager: Experience with the use of embedded features and functionalities. Our case study is on a set of users of SAP Solution Manager who fall under two categories: SAP Customers and Partner System Integrators. These users are found all around the world, but we they fall under the category needed based on the essence of our thesis irrespective of their various locations. We have direct access to them through LinkedIn. We had 23 respondents to our questionnaire and their main role was to recount their experiences with the use of SAP Solution Manager, bringing out their challenges encountered and benefits attained. Because we are doing the exploratory study and we narrowed our target on SAP Solution Manager as a demonstration of the aim of our thesis, we therefor adopt a single case study in which we requested „experts‟ on SAP Solution Manager to respond to our questionnaire. Due to the uncertainty on how many people were to respond, we made the questionnaire more qualitative in order to get the principal information needed and make the data more valuable to the building of the hypothesis or quest to fulfilling our of this research.

2.4

Research Choice

Saunders et al (2007) proposed two basic research methods: mono method and multiple methods. A mono method makes use of only one technique of data collection and analysis procedure; while multiple methods makes use of more than one technique of data collec-

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tion and analysis procedure. Also, using multiple methods can be done either by multimethod or mixed methods. Tashakkori and Teddlie (2003) further explain the multimethod approach uses more than one data collection technique which is limited to either qualitative or quantitative respectively, but with the use of mixed-methods, qualitative and quantitative data collection and analysis techniques could be intertwined. Our research choice is mixed methods. Basically, since we are making using of a survey tool to collect data, the right qualification to our method of data collection is quantitative. Plus, we essentially utilize qualitative methods of data analysis in order to advocate reasoning behind our aim to bring out the purpose of our research: which is focused on bringing out the potential benefits of SAP Solution Manager as an ALM tool.

2.5

Time Horizon

The time can be divided into cross-sectional and longitudinal. The cross-sectional study means studying a particular phenomenon (or phenomena) at a particular time. Crosssectional studies often employ the survey strategy (Easterby-Smith, Thorpe & Lowe 2002); The Longitudinal studies concern a study over a long time, which is able to develop and change. Based on the fact that our research is time constrained, we can thus characterize our study as a cross-sectional study. We thoroughly study, conduct a survey and analyze the data in the particular time.

2.6

Data collection

We began with collecting secondary data to gain a basic understanding of application life cycle management and SAP solution manager. This secondary data is used in the analysis o of the primary data collected through the use of a survey with structured questions. 2.6.1

Secondary Data

Secondary data is material that is already gathered by other researchers; it is readily available and is not collected for the specific research task (Lundahl & Skärvad, 1999). We collected secondary data from the Google scholar, published articles, reports and previous researches about SAP Solution Manager. These data played a fundamental role in helping us in understanding the basic knowledge about ALM and SAP, and also gives us some frameworks that we used in the analysis process. 2.6.2

Primary Data

The Primary data is data that is not available in other literature and which is collected specifically for a research project, usually by interviews, questionnaires or observations (Lundahl & Skärvad, 1999). After analyzing the available resources including communication tools, time and knowledge; we came to the conclusion that the use of a questionnaire through a survey is the most appropriate way for us to collect the primary data. To be more specific, we adopted the Internet-mediated questionnaire. We used the free software called Qualtrics from the internet to form and administer the questionnaire, which enabled the respondents to access the questionnaire conveniently and also easy collection and display of our results. When we formulated the questionnaire we made sure the answers met our research requirements about ALM and SAP Solution Manager. We also considered presenting the questionnaire in a manner that is easy for respondent read respond to. The survey was posted on SAP Solution Manager group on LinkedIn, since this was the most adequate location to access respondents with good knowledge and

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immense interest in Solution Manager. Moreover, acceptance to this group is based on related interest and qualification in relation to SAP Solution Manager. As such, we are convinced it was the right method of accessing or getting to our respondents. 2.6.3

Data reliability and validity

The term reliability in research context means the data collection techniques or analysis procedures will yield consistent findings. Valid questionnaire is necessary for the collection of valid and accurate responses, and a reliable questionnaire means the data collected from a questionnaire should be consistent. The respondent must understand a questionnaire as intended by the researcher and as such the questions and answers must make sense (Foddy, 1994). Usually there are three major threats to reliability: 1. Subject or participant error; 2. Subject or participant bias; 3. Observer error. In order to mitigate these three threat and enforce reliability and validity: 1. We ensured our respondents are the qualified experts to the field of our research. Ensuring they have the appropriate knowledge to make the correct objective responses needed to support our purpose. The LinkedIn platform served as the most adequate location for us to get the right respondents. Plus, the fact that acceptance into this group is based on related qualifications and interest in SAP Solution Manager adds more reasons to why we find the respondents on this platform proficient. 2. We also had to work together creating the questionnaire and in the critically analysis of the data collected. 3. We also had to run a pilot test of the questionnaire on a set of 5 reliable respondents. Their critic was useful in the formulation of the questions to reflect exactly what we initially intended. 4. Participants‟ anonymity was also maintained. We believed we would get more honest responses from the participants if they had the right to stay anonymous. This is best for the interest of the participants and the researchers respectively. Correlating the results from our survey and the previous survey by Panaya Inc., there found similarities in the benefits attained, challenges encountered and how the users utilize the tools and features found in Solution Manager. This alone gives us some certitude about the reliability and validity our survey and our thesis in general.

2.7

Data Analysis

After data collection, proper extrapolation was done on the data in order to draw a reasonable conclusion. In this stage we adopted the data analysis framework developed by Miles and Huberman (1994). They define data analysis, “as consisting of three concurrent flows of activity: (1) Data reduction, (2) Data display, and (3) Conclusion drawing/verification”. 1. Data reduction helps to sharpen, sort, focus, discard, and organize the data in a way that allows for “final” conclusions to be drawn and verified (Miles & Huberman, 1994). But considering what we are researching is a quite new area, we did not get so much relevant secondary data from previous articles, book or journals. The primary data is displayed

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without any reduction but analyzed with focus on presenting the sense of our research, rather than just raw data. 2. Data display means display the reduced data in an organized, compressed way so that conclusions can be more easily drawn. It is a major avenue to valid qualitative analysis (Miles & Huberman, 1994). Our analysis is based in two forms; within-case and cross-case analysis. So after reducing the data we collected, we displayed the data in chart forms and histograms to give a visual perspective of the results. We analyzed our data with theories from within our case that we obtained from SAP about SAP Solution Manager. In context of cross-case analysis, we did an analysis of our survey result with a previous survey done by Panaya Inc. 2010. 3. Conclusion drawing and verification is the final analytical activity to get a conclusion or theory. Qualitative analysis of data is an interpretive process, in which case the results obtained from the analysis can be summarized and used in drawing a conclusion. The figure below shows the relationship between each step and data collection itself.

Figure 3 Components of data analysis: Miles and Huberman’s interactive model

Source: Miles and Huberman (1994) Yin (1994) proposed two generally analytical strategies of data analysis: relying on theoretical prepositions and developing a case description. The former is a more commonly used strategy, based on collecting questions in accordance to a previously related research and comparing the results of the research with the previously done one (Yin p. 103-104, 1994). While the former strategy is adopted when very little previous research has been done about the topic of subject, thus prescribing a case description is to be created. Since our area of research is fairly untapped, we decided to adopt a mix of both. The decision is based on the fact that we developed our questionnaires based on the SAP Solution Manager tool and also on the previous research done by Panaya Inc., and we did our analysis by comparing the results from the data collected with that of the previous research and the features proposed by SAP on SAP Solution Manger. Also, we created a case in which we described the tools embedded in SAP Solution and we analyzed our data in reference with tools in SAP Solution Manger and also the previous research with focus on contributing to the field of study in prescribing a theory for future researches.

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Literature Review

The following literature review is meant to give the reader a holistic understanding of the concept of Application Life-Cycle Management. This material is not used for the analysis of empirical data collected, but just to add more knowledge to our readers that will aid them to stay in perspective with the rest of the thesis. The following three approaches are adapted to create a clear image of the state of the Application Life-cycle Management and how it can be related to the users in the SAP community. 1. Standard Adaptive Life-cycle management. This framework explains the on-going process of developing improved management practices for efficient production and resource conservation by use of participatory learning through continuous systematic assessment.(Tom Morris. August 14, 2008). This is a general framework which is also applicable to users of the SAP Solutions Manager. 2. The Changing Face of Application Life-Cycle Management (Schwaber, Rymer & Stone, 2006). In their article, these authors stated “Today‟s ALM suites don‟t offer much support for ALM beyond what can be accomplished through brittle tool-totool integrations. But tomorrow‟s ALM platforms will do much better by providing common services to practitioner tools”. Thus, they present the framework for the first ALM and its shortcomings. Due to the inability for the first ALM suite to answer the queries of this domain, the second ALM suite was created with more integrated features for tool-to-tool integration. 3. The open Application Life-cycle Management developed by the company Borland

(Borland, 2007). They explain the concept of ALM by the creation of an Open ALM Platform with activities, processes and metrics used to investigate the essence of the ALM.

3.1

Standard Adaptive Life-cycle management

From designing an application to releasing it to the market, there are many uncertain factors that may lead to failure. Because the condition can be complex and dynamic like a ecosystem. Holling and others implement these kind of projects with adaptive management which is developed in 1970s by C.S. Holling, and co-workers at the University of British Columbia and is further developed at International Institute for Applied Systems Analysis in Vienna, Austria. The adaptive management is a iterative approach to achieve the goals that are unknown or uncertain. An on-going process of developing improved management practices for efficient production and resource conservation by use of participatory learning through continuous systematic assessment (Tom Morris, August 14, 2008) Adaptive management has been much more influential as an idea than as a way of doing conservation so far (Holling, 1978). “Process of testing alternative hypotheses through management action, learning from experience, and making appropriate change to policy and management practice” (Northwest Oregon State Forests Management Plan FINAL PLAN Jan. 2001)

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“We don‟t know exactly how everything will turn out, and therefore we plan our actions so we can learn from them. We use what we learn to do better in the future.” (Northwest Oregon State Forests Management Plan FINAL PLAN Jan. 2001) Much of what we know is wrong; we just don‟t know it. (Walters, 1986)

Figure 4 Standard Adaptive Management Life Cycle

Source: Dinsmore and Cabanis-Brewin (2005)

The figure illustrate the six steps of the process: Step1-Define the Challenge: Find out what kind of problem may emerge and recognize the impaction of policies and practices. Step2-Design a concept: Thoughtfully choose the best policies and practices to be applied. Step3-Implement the concept: Implemente the designed plan to represent current understanding of system and uncertainties. Step4-Monitor results: Monitoring of key response indicators. Step5-Evaluate results: By considering the original objectives, analyzing the outcomes of the management. Step6-Adjust a concept: using the outcomes to make future decisions. (Like design policies to probe for better understanding)

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Participants of adaptive management include producers, agricultural service providers, policy makers, regulators, scientists, and other interested stakeholders. The six steps encourage a thoughtful, disciplined approach to management, without constraining the creativity that is vital to dealing effectively with uncertainty and change. How the steps are applied depends on the complexity of the problem and on the imagination of participants (Dinsmore & Cabanis-Brewin, 2005)

3.2

The Changing Face of Application Life-Cycle Management

With the advent of several methods of creating, delivering and optimizing application, the life-cycle management approach was adopted to analyze this process. Forrester defines ALM as: “The coordination of development life-cycle activities, including requirements, modeling, development, build, and testing, through: 1) Enforcement of processes that span these activities; 2) Management of relationships between development artifacts used or produced by these activities; and 3) Reporting on progress of the development effort as a whole” (Forrester 2006). ALM is labor-intensive and error-prone without the integration of life-cycle tools (Carey et al., 2006). Applications need to integrate in order to function properly in a crossapplication environment. Carey et al. proposed how to improve the efficiency of the following three pillars of ALM. 1. Traceability of relationships between artifacts. Artifacts here include life-cycle attributes like requirements, models, source code, build scripts, and test cases. 2. Automation of high-level processes: ALM improves efficiency by automating paper based processes used in the various faces like design; deploy faces of the life-cycle tool and storing all associated documentation. 3. Providing visibility into the progress of development efforts: There is a need for an objective rather than subjective view into the processes of development going on. Thus, this feature provides room for transparency to exist, facilitating easy monitoring of projects by managers (Carey et al., 2006). The authors have also chosen the following frameworks created by Carey et al. (2006), based on the three pillars of ALM. Two frameworks were created to advocate for the ALM; the first one ALM 1.0, which had shortcomings and that, led to the development of ALM 2.0.

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3.2.1.1

Application Life-cycle Management 1.0(ALM 1.0)

In this first framework Carey et al. (2006), described ALM 1.0 as having tool-to-tool integration flaws as seen in the figure below;

Figure 5 ALM 1.0: Today’s ALM suite

Source: Adapted from Carey et al. (2006)

Table 1 The Hidden costs of ALM 1.0

Source: Adapted from Carey et al. (2006) Carey et al. (2006) described the following shortcomings of ALM 1.0 as seen previously in the table above;   

A single tool for each role, which leads to low productivity and high investments in licensing fee for software applications. Redundant and inconsistent ALM features locked in practitioner tools, which lead to lack of transparency in cross-life-cycle and thus further cost of customization. Micro processes embedded in tools and macro processes in tool integrations. The need to manage processes as a portfolio since the micro processes tools need to integrate with the use of the macro processes integration tools. Thus, this entails much efforts spent to build and maintain integration in application.

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

3.2.1.2

Integration through brittle repository synchronization mechanisms: “Repository synchronization is used as the main method of life-cycle tool integration today”, which is usually very difficult to establish and even costly to maintain. Application Life-cycle Management 2.0(ALM 2.0)

Due to the shortcomings outlined above with main emphasis on tool-to-tool integration, the second framework ALM 2.0. ALM 2.0 is platform for development and management of development activities (Carey et al.), rather than a collection of life-cycle tools locked. In the aggressive application development market, there is the need for transparency to ease management and facilitate integration of various processes. As such, the figure below describes the ALM 2.0 framework and its benefits for the future.

Figure 6 ALM 2.0: Tomorrow’s ALM platforms

Source: Adapted from Carey et al.(2006)

Table 2 ALM 2.0 benefits

Source: Adapted from Carey et al. (2006)

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The authors used ALM 1.0 and ALM 2.0 frameworks to show the importance of integration in application lifecycles and thus leading to the effective creation and deployment of effective application software applications rather than costly customization at every point of implementation. Thus, Carey et al. (2006) further described the promised benefits of ALM 2.0 as such:  Practitioner tools assembled out of plug-ins, thereby enabling customers to pay only for the features they need rather than buying a comprehensive application, which they may have to customize and may also not have need for most of the features included.  Common services available across practitioner tools. Lately, vendors identify common features available in several practitioner tools. This helps them have an ALM platform that is easy to collaborate and create enhancements for shared feature.  Repository neutrality. The future for ALM 2.0 promises to be truly repositoryneutral. The will therefore be no need to migrate old assets and there will be better support for cross-platform optimization.  Use of open integration standards. With lack of integration being one of the main issues plaguing ALM 1.0, ALM2.0 has created the chance for the use of open integration standards and this will ease integration between customers, partners and third-party tools.  Micro processes and macro processes governed by externalized workflow. When processes are stored in readable formats like XML files, they can be versioned, audited, and reported upon. (Carey et al., 2006)

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3.2.2

The open Application Life-cycle Management

Borland define ALM as “Approach aligned with how businesses today are managing the accelerating and adaptive delivery methodologies”. The inability for ALM to reach its full potentials is due to the fact that vendors are tending to lock customers to their propriety IT platforms. This aspect limits the development process of the ALM to the fullest. Borland created the concept of Open ALM as a method to solve the possible integration issues faced when using multiple cross-vendor applications. The figure below is describes the Open ALM platform created by Borland and its main features:

Figure 7 Open ALM Platforms

Source: Borland (2007). Borland describes the following characteristics for the Open ALM framework; 

Any Process: The value of ALM tools is in their ability to automate, track and measure key processes in software delivery. Open ALM platform is adapted to support customer‟s established processes irrespective of method like waterfall, Agile, RUP or custom.



Any Tools: Open ALM enables users to utilize any collection of lifecycle tools (commercial and open-source) that they decide to, at the same time providing traceability and visibility. This enhances ease of management and optimization of tools.



Platform Agnostic: Most organizations have heterogeneous due to the use of closed proprietary platforms they have from their vendors. Open ALM supports organizations with cross platform to integrate easily.

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4

Frame of Reference

Theoretical frameworks are being outlined here, which are used later in the proper analysis of the data collected from the online survey carried out. These frameworks are directly related to SAP Solution Manager and are most suitable for our research purpose.

4.1

SAP Solution Manager

SAP Solution Manager is an ALM tool, which is used to manage the IT landscape of organizations. It is designed for SAP system landscape but can accommodate integration of IT tools from other vendors or basically distributed systems. In a SAP system landscape there could be many installed SAP systems. The SAP solution manager is aimed at reducing and centralizing the management of these systems and optimizing the full potential of the SAP landscape. It makes the SAP systems work more efficiently and effectively to get the high speed of innovation and integration, risk and total cost of operations (TCO). So with the help of SAP solution manager, the SAP customers can implement high-quality solutions faster and operate them at lower cost. Solution Manager focuses on the core business processes while targeting both the technical and business processes of the organization (Funk, 2009). As described in the figure below, SAP Solutions has a very holistic approach in their design for the management an IT infrastructure. SAP puts into consideration core business processes, organization, services, tools and the external processes involved. (Funk, 2009)

Figure 8 Application Life-cycle Management from SAP

Source: Funk (2009)

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4.1.1

SAP Solution Manager Features and Functions

The core concept of SAP solution manager is Application Life-cycle Management. The ALM has six main steps: 1. Requirements: recognize what is needed now. 2. Design: get a preliminary blue print to meet the requirements. 3. Build & Test: build the new solution and test it. 4. Deploy: release the new solution to the real use. If needed, make some suitable change. 5. Operate: keep the solution working and make full use of it. 6. Optimize: optimize the current solution and prepare for the next life cycle.

Figure 9 SAP Solution Manager Features

Source: SAP System Developer Network (retrieved 2011-05-02)

The details of the main features and functionalities are described in details below;  SAP Business Suite implementation and upgrades- Solution Manager facilitates implementation, as well as it provides project administration and central control for ease of cross component implementation. It also contains configuration information, which not only eases initial implementation but also implementation of upgrades.

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 Change control management- The Solution Manager has the functionality to control all software configurations as well as any changes in the IT solution like approval for changes request, changes deployment and analysis. The result of this functionality is qualitative solution and traceability of all changes for future references.  Testing- SAP Solution Manager has a single point of access to the entire system, where testing can be easily done and test results and testing materials can also be stored. Thus, Solution Manager has the capability to speed test preparation and execution.  IT and application support- Solution Manager has a service desk for the system landscape which is centralized and helps manage decision making for settlement of support costs. As such, this ease of handling of processes makes the organization function efficiently.  Root cause analysis- SAP Solution manager also includes a diagnostics feature used for identification, analysis and resolution of problems caused by heterogeneous environments. This thus facilitates the isolation of problem areas and records the activity of single users and multiple users activities. As a result, changes in the production landscape are being identified and problem resolution is faster thereby leading to increase in business productivity.  Solution monitoring- SAP Solution manager helps in the easy real-time monitoring of the system, interfaces, business processes, thereby reducing administration efforts. It proactively monitors intersystem dependencies and avoid precarious issues. It also has functionality for automatic notifications for faster response to identified problems.  Service-level management and reporting- Definition of service-levels and automatic reporting are also essential features embodies in Solution Manager. The reporting system covers the entire system landscape and unifies reporting that will eventually contain information used by management for strategic decision-making.  Service processing- The SAP Solution Manager provides service proposals and SAP support services. This enables the system to reduce technical risk using SAP safeguarding; SAP Solution Management Optimization, for optimizing the SAP solution; and SAP Empowering, for the management of the implemented solutions.  Administration- This features offers a central work centre and unified access to all SAP technology from this central location even though tasks are being executed locally on the associated systems. There are several processes taking place to optimize business continuity and agility when going through these six steps of ALM. These processes include: Solution Documentation, Innovation Management, Template Management, Test Management, Change Control Management, Application Incident Management, Technical Operations, Business Process Operations, Maintenance Management and Upgrade Management.

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Figure 10 Application Life-cycle Management Processes Across the Life-cycle Phases

Source: Source: Funk (2009) Martin Flegenheimer, IT Director, Ferrero Germany stated: “Using the SAP Solution Manager tool is an excellent way of covering the live cycle of a solution. It enables us to control every step, from the design, to the realization to the IT operation of the system, and guaranteeing a full tracking and a very effective introduction of the system. We considered we obtained substantial benefits with this adoption, reducing TCO and above all we were successful to manage complex projects and edge operations” (Funk, 2009). The SAP will provide a series of services to help the customer to implement and take full use of the SAP solution manager. The services include training, practical experience and expert on demand that let the customers understand how to use and configure the SAP solution manager. They will help the customers to define their own roadmaps to efficient application life-cycle management by concerning several factors. For example, the maturity of your IT processes, the specific IT projects and project pipeline or cost pressure and cost structure compared with peers.

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4.2 4.2.1

Panaya Inc. SAP Solution Manager Survey Background

Panaya is established in 2006. It provides Software-as-a-Service solutions that enable companies that use SAP to save up to 50% of their application lifecycle costs and minimize the risks associated with system changes. Panaya provides a complete solution for managing these changes, explaining how to fix the anticipated issues, fixing most of them automatically, suggesting the most efficient test plan, and calculating required project budget and resources.

4.2.2

SAP Solution Manager Survey

Panaya conducted a survey about SAP Solution Manager. The purpose of the survey is learning how SAP customers use SAP Solution Manager and what challenges and benefits they associate with it. By asking current users of SAP Solution Manager about their usage habits, other SAP customers can benefit from understanding what the most useful features are and where third party solutions can enhance and complement SAP Solution Manager. The results of this survey are based on 347 responses collected from SAP customers and system integrators worldwide through a standardized online questionnaire during April of 2010.

Key findings: 







 

The top reason cited for using SAP Solution Manager is Central System Administration (19%), followed by System Monitoring (14%) and Project Management (13%). The top benefit of using SAP Solution Manger is Control (42%). A substantial 20% of the respondents are unsure of what benefit they receive from SAP Solution Manager. The Complexity of SAP Solution Manager is the biggest challenge in using the system (32%). One quarter of the respondents do not understand the value of SAP Solution Manager and find that to be a challenge. Documenting business process in SAP Solution Manager is key for using some of its advanced functionality. But 42% of the respondents have not documented any of their business processes in SAP Solution Manager and only 3% have fully documented their business processes. System Monitoring is the most used features of SAP Solution Manager. Service Desk, Job Scheduling, and Incident Management are the least used features. On average, SAP Solution Manager features go unused by 51% of the respondents, 10% use them rarely, 16% use them partially, 12% use them quite a bit, and only 8% use them fully.

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4.3

Potential Benefits of SAP Solution Manager

The potential benefits of SAP Solution Manager can be sorted into business benefits and IT benefits. These benefits are proposed by SAP AG as potential benefits that could be attained if the tools and features of SAP Solution Manager are properly understood and deployed. The following list shows the specific benefits based on these two categories (SAP AG, 2011). 4.3.1   







4.3.2 







Business Benefits Flexible business strategies –By using SAP Solution Manager, the business strategies can be more flexible and visible which are easier to refine them. Innovative business processes –SAP Solution Manager makes it possible to restructure the existing systems to support innovative business processes. Superior business value –SAP Solution Manager provides the organization a business-focused infrastructure that supports continuous improvement of processes. It reduces the cost and risk of initiating new processes that give organization the superior business value. Improved business performance –With the help of SAP Solution Manager, the organization will obtain the right insight to make the appropriate improvements because it can aggregate and analyze the information across the whole organization. Unmatched user experience –SAP Solution Manager gives an efficient user experience through a role-based portal interface. It is easier to extend the business processes to employees, customers and suppliers. Enhance company’s competence – The Company needs to release the new products or service before others to occupy the market. By using SAP Solution Manager, the company will accelerate the software development that helps to release the new services in time. IT Benefits Sustainable cost structure – SAP Solution Manager optimizes the full potential of SAP landscape that will build a sustainable cost structure. Its flexibility will reduce the cost of change. The integration knowledge can reduce the need for consulting services Enhance the effective of software developing –According to the fact, when using the traditional way to develop the software, there is high rate of failure which make company can not release the new software in time. SAP Solution Manager can integrate each step together, if one step change, others can change relatively. So if the requirement changes, the model can change quickly to develop with new requirement. In reverse, if the developing processes change, the whole application mode will reflect the changes. Easy development of extensible best practices – SAP Solution Manger supports knowledge management, communication and collaboration across existing systems. The company can take advantage of existing skills to improve current practices or develop new functionality. Bring better management and control - In the past, the project manager does not know the process of software development clearly. So it is hard to judge whether the product can be developed in time. But through the information SAP Solution Manager provide, the project manager can see the processes clearly. For example, the index can show the implement processes of the project.

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5

Empirical Findings

This section contains a presentation of the collect data from our online survey. This is basically raw data displayed, accompanied with graphical representations, to be later used in the next chapter for analysis. 23 respondents completed this survey. The software we used to make the questionnaire provided different graph forms for data display, which we used as seen below.

5.1

Data display:

Background Information: There are 14 respondents from the organizations that are SAP-partner system integrators. The remaining 9 respondents are from organizations that are SAP customers. Most of them (18) are working in businesses in the IT field.

Figure 11 Respondent business domains

The respondents are distributed in different company sizes: 8 from small companies (revenues of less than one billion US dollars), 3 from midsize companies ($1-6B in revenues), while 12 from large companies (revenues over 6 billion dollar).

Figure 12 Respondents by company size

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There were 10 respondents who stated their companies have deployed SAP Solution Manager for more than 5 years while other 13 respondents are from organizations that have deployed it for less than 5 years.

Figure 13 Years of SAP Solution Manager deployment in organizations

12 respondents have also worked with SAP Solution Manager for more than 5 years while the other 11 respondents have worked with it for less than 5 years.

Figure 14 Years of respondents working experience with Solution Manager

There are 15 respondents with certifications in application (application certifications for specific SAP solutions). 8 respondents are certified in technology (associate and professional levels certifications ranging from enterprise architecture to system administration). And the remainig two respondents are certified in development (expert knowledge on SAP Business One and SAP Net Weaver application development).

Figure 15 Respondents field of specialty

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Usage of Features and functionalities The most important feature of SAP Solution Manager is change control management (4.22), followed by solution monitoring (4.09).

Figure 16 Most important features of SAP Solution Manager

The top three reasons to use SAP Solution Manager are change request management (35%), system monitoring (26%) and central system administration (17%).

Figure 17 Top reasons of using SAP Solution Manager

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There are 16 respondents who agree that their organizations use the documentation feature on Solution Manager to documents its business processes. The other 7 respondents responded negative.

Figure 18 Use of Documentation

“SAP Solution Manager has a centralized real-time monitoring feature that is used in your organization to monitor the system, its interfaces and even the business processes involved.” gets the most agreements as one of the facts about the use of a feature and functionality.

Figure 19 Facts about features of Solution Manager

16 respondents (70%) describe SAP Solution Manager as being solution/result oriented, while 6 respondents (26%) think it is technology oriented.

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Figure 20 User perspective of Solution Manager

In general, 65% of the respondents rate SAP Solution Manager good while 30% respondents give the very good rate.

Figure 21 Overall rating of SAP Solution Manager

Benefits AND Challenges

Business benefits: Improved business performance is the business benefit most respondents‟ organizations (73%) achieved. Nearly half of the total respondents‟ organizations (45%) achieved the business benefit, innovative business processes.

Figure 22 Top business benefits of SAP Solution Manager

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IT benefits: The top IT benefit is reduced TCO across the entire IT landscape (77%). The second top IT benefits is easy development of extensible best practices (55%).

Figure 23 Top IT benefits of SAP Solution Manager

The top three challenges are lack of understanding of the value of Solution Manager (73%), lack of skills (41%) and complexity of SAP Solution Manager (36%).

Figure 24 Top challenges of SAP Solution Manager

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There are exactly half of the respondents who are satisfied with the Total Cost of Ownership (TCO) of SAP Solution Manager in their organizations; and 18% respondents are also very satisfied with it.

Figure 25 Satisfaction of TCO of SAP Solution Manager

The top three features the respondents hope can be improved in next version are: SAP Business Suite implementation and upgrades (52%), solution monitoring (48%) and change control management (43%).

Figure 26 Suggested features to be improved

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6

Analysis

This section provides a proper analysis of the data collected from the survey, done with the use of the frameworks from the frame of reference, in order to support for constructive judgment to our findings. After collection of data, we adopted the model of qualitative data analysis by Miles and Huberman (1994). Analysis done with a focus on the essence of words from the interview rather than entire raw data collected. We reduced the data, made sense of the data and connected the data to the theories in this research. The point here is to present the data in the form that can adhere to the essence of our research. The Inductive approach is being adopted as previously mentioned, and the data collected from the survey is correlated with the previous research done by Panaya Inc. and the description of the tools embedded in SAP Solution Manager as proposed by SAP. The analysis of this survey is presented in the following manner: 1. Utilization of features and functionalities of SAP Solution Manager: SAP Solution Manager has different features with different functionalities. Most customers do not understand the use of most of the features and thereby find the software sophisticated. In this section of the analysis, we touch base on the customer‟s experience with the use of these features (if they use it, how they use it and what they use it for). We juxtaposed their experiences with SAPs holdings on the various offering of SAP Solution Manager. Thereby creating a meaning conclusion on their differences and similarities based on their various experiences with Solution Manager. This analysis is meant to create a balance between the perceptions of SAP and the users on „how‟ and „what‟ SAP Solution Manager is. 2. Benefits and Challenges in using SAP Solution Manager: In this section of the analysis, we collocated the benefits of SAP Solution Manager from both the perspectives of SAP and its customers. The essence here is to bring out connections between the benefits of SAP Solution Manager and how its users optimize it. Also, the respondents experienced certain challenges with the use of this tool. Their challenges were analyzed with reference to the challenges recorded from the previous survey by Panaya Inc. (2010), and with the SAP offerings as solutions to the previously experienced challenges from SAP‟s customers. This section is vital in bringing out the correspondence between the challenges experienced and the various benefits of SAP Solution Manager. 3. Rating of Solution Manager: The discussion done in this part of the analysis is aimed at pinpointed the overall impression of how the users perceive Solution Manager and what features they feel deserves improvement in its future releases. The ratings and suggestions gotten from our survey are also being compared with those of the former survey in order to establish certain facts about how the users experience this software as a lifecycle management tool. This is analysis is done with the primary aim at accentuating the potential benefits of SAP Solution Manager, and how SAP offerings can counteract or mitigate the major challenges experienced with the use of this tool by its users. For this reason, we hope the outcome of the analysis is to adhere to the essence of our research paper and contribute a fundamental knowledge to this fairly virgin field of research.

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6.1

Utilization of Features and Functions of SAP Solution Manager

SAP Solution Manager embedded features with major functionalities that deployed correctly could be very useful in the proper running of organization business activities. Some of these features have been underused, or not at all used, while others were effectively utilized. The previous survey by Panaya Inc. (2010) revealed similar results about the use of the features embedded in this tool. Based on the 23 respondents of the survey, we realized there were differences in the usage of these features and to what degree they were even put to use. Presented below is a discussion based on our survey, previous survey, and SAP‟s offerings on the usage of SAP Solution Manager. 6.1.1

Major Reasons for Using SAP Solution Manager

According to respondents of our survey, the following are the three major reasons for using SAP Solution Manager in their organization expressed in a percentage of 23 respondents: 1. Change Request Management (CRM) (35%) 2. System Monitoring (26%) 3. Central System Administration (17%) While the least reason for using SAP Solution Manager include: Business Process Monitoring (4%), Downloading software from SAP (9%), and Project Management (9%). These statistics is similar with the results from Panaya Inc. since they also revealed that Change Request Management (10%), System Monitoring (14%) and Central System Administration (19%) are amongst the top four reasons for using SAP Solution Manager. Constant evolution of IT leads to constant changes in business and IT strategies like software updates and different ways of deployment of new IT solutions. CRM is used to control all software configurations as well as any changes in the IT solution like approval for changes request, changes deployment and analysis SAP (2011). This feature is very vital for most organizations today since there is the ceaseless need to keep track of all changes made in an organization to be used for future purposes. As such this feature is beneficial as it serves as a safe repository for organizations. Also, the system monitoring functionality has the capability to provide proactive solutions to potential problems. This feature is used in real-time monitoring of interfaces and the entire system thereby limiting administrative efforts in handling business process. Most organizations need this feature to limit potential problems in their business systems. As such this explains why most of the respondents find this feature very useful in both our survey and the survey by Panaya. Even though the above mentioned functionalities are being highly used based on the data collected on our survey and the survey by Panaya, there is still some discrepancies in that the results from Panaya revealed that most people also use SAP Solution Manager for Project Management purposes, while this feature was rated one of the least used tools in our own survey. The survey by Panaya was done on a larger number of respondent sample size (347 responses) compared to just 23 responses we received from our own survey. This discrepancy could be due to the fact that most of our respondents (14 out of 23) are SAPpartner system integrators while 9 are SAP customers compared to 83% who are SAP cus-

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tomers and just 17% who are SAP-partner system integrators. As SAP customers, they have more project management oriented duties compared to system partner integrators who actually are SAP system developers. But though not withstanding, this functionality is still useful since it ranked the 3rd most useful too based on the Panaya survey, and this cannot be ignored. In addition to the most used features, the respondents also rated the following features as the most important to their organizations: Change Control Management and Solution Monitoring as the two most important features to your various respective organizations. The benefits these features bring to their organizations warrant it to be among the most important/useful features for the organization. As previously mentioned, these features are also amongst the most useful features on the survey done by Panaya Inc. (2010). Even though SAP does not rank the features of the Solution Manager, but the statistics covered from the both surveys reveal that these features are most useful and contribute a great deal in the lifecycle of the application in the organization. The major contributions include proactive resolutions to potential problems through solution monitoring, and traceability of all changes made through the CRM feature. As such, there is assurance of backward compatibility of IT resources (hardware and software) with use of CRM, as well as less possibility of system breakdown with the use of solution monitoring. Also, the respondents strongly agreed to the importance of the following functionalities embedded in various tools of Solution Manager very important:  16 out of 23 found the documentation feature very important and actually made us e of it to document their business processes, while the rest of the 7 did not deploy this feature.  19 out of 23 also found the Job scheduling feature used for assistance in the proper management of all jobs available in the system functional. This facilitates the management of available jobs/tasks to be executed.  Also, 17 of the respondents find the service desk feature helpful in improving incident management across the entire IT landscape through the use of stored reports from all the devices on the entire system. This also facilitates the elucidation of service-levels and ease of strategic decision making In the essence, SAP Solution Manager has several features that are very useful and the proper analysis above proves that even though these features are quite many, each of these features has a purpose. Thou not withstanding the major reasons for using SAP Solution Manager are quite fundamental reason that most organizations today will find useful to deploy in their various businesses. Even though the respondents were aware of and made us of several of the features and functionalities, there were still certain features and functionalities they found less important/ had less opinion about and thus made very minimal use of. These features and functionalities include; service processing, SAP Business suite Implementation and Upgrade, and the use of SAP Solution Manager to integrate tools from different vendors. Based on the figures collected, we realized mostly SAP Customer had less awareness or found certain of these features less important. 14 out of 23 of our respondents are SAPpartner system integrators and the figures suggest that an average of above 10 respondents agree with the use and functionalities of these features while an average of above 3 respondents find these features very important. Most of these features and functionality are being used based on purpose of the organization and our survey had a majority of SAP-

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partner system integrators (14 out of 23 respondents) who are actually involved in the development of SAP Solution Manager. While the rest of the SAP customers basically use this software in their various fields of business to achieve business objectives. It is only right that based on their common business needs, SAP customers will have less use of the technical oriented features of SAP Solution Manager and will make use of features for purposes like project management. A small amount of the respondents found service-level management, testing and Administration features also less important. But on an average, as displayed in the graph below, most of the respondents were aware of the features and found most of them very important to their business needs.

Figure 27 Degree of Importance of Features

Contrasting these statistics with those of the previous survey by Panaya (2010), they suggest that most of the features go unused by just half of heir respondents. The main features they considered least used include, Service Desk (Service-level management and reporting), Job Scheduling (Administration), Incident Management and Test Management. This again brings the similarity between our survey and the previous survey done. Apparently, these features have been found to be less useful in most of these business settings. These are certain challenges that SAP has to consider in the future releases of SAP Solution Manager.

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6.2

Benefits and challenges in using SAP Solution Manager

SAP Solution Manager has embedded tools with potential benefits, if properly deployed to suit business needs. This section of the analysis is aimed at explaining the benefits (both business and IT business benefits) obtained thus far from our respondents and the respondents from the survey by Panay Inc. (2010), then comparing these benefits with what SAP stipulates are the potential benefits of these tools. The challenges encountered in the process of using these tools are also thoroughly examined upon, and focus on why these challenges are experienced are what are the possible ways to mitigate these situations. Below is a presentation of the discussion on the potential business/IT benefits and challenges. 6.2.1

Potential Business and IT Benefits of SAP Solution Manager

Business Benefits Results from the survey bring to light the following two major business benefits obtained from the use of SAP Solution Manager.  Improved Business performance (73%)  Innovative Business Processes (45%) SAP Solution Manager has a central-unified system through the Service Desk, used to access all SAP technologies from this central location (SAP, 2011). Unification of resources (like support messages) from the entire SAP landscape makes room for easy access to valuable information needed for strategic decision-making. As a matter of fact, business performance is bound to be constantly improving as less time is taken to make strategic decisions to impact business output. Most organization need a safe central repository where they can store and share data easily. This functionality creates Improved Business Performance and most of our respondents admit to this being their major business benefit thus far from the use of Solution Manager. The preceding survey done by Panaya (2010) stated that the major general benefit of SAP Solution Manager is Control (42%). Control is done easily with the help of the Service Desk with a unified central system where all resources could be accessed anytime, thereby leading to quicker decision making. There is a direct relationship between Control and Improved Business Performance through the fact that when there is fundamental control of processes going on the SAP landscape, there is the adherent ease of quick decision-making based on resources and thus Improved Business Performance. Furthermore, SAP being an ALM tool provides an ALM approach to software delivery. SAP Solution Manager has the capability to let the easy installation, implementation and running of upgrades using predefined configuration information through the SAP Business Suite implementation and upgrades (SAP 2011). Coupled with this, there is the Solution Monitoring function for real-time monitoring of the system. On this count, SAP Solution Manager makes it easy to restructure existing systems to support new and innovative business processes. One of the respondents even stated the following benefit „Improved visibility across technical landscape, better ops support (the support tem has a faster response time to urgent corrections, etc.…‟. These features are very vital especially with the fact that technology evolves rapidly and organizations need to be at the competitive-edge and they pinpoint the fact that SAP Solution Manager provides lifecycle solution to software management.

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IT Benefits Closely related to the business benefits attained thus far, are the following IT benefits:  Reduced TCO across the entire IT landscape (77%)  Easy development of Extensible best practices (55%). Firstly, SAP Solution Manager comes as a free package to its customers and this software is used to manage the entire IT landscape (both SAP and non-SAP). The proactive nature of the software mitigates possible problems by automatic notification when critical situations from occur in the system, thereby saving resources for troubleshooting and solving problems. Also, the central administrative functionality covers for intersystem dependencies, reduce administrative efforts (and even mistakes). These features save financial costs through a reduction of possibility of system downtime, overtime costs or pop-up system interruptions/breakdown that affect organizational business needs. The holistic view Solution Manager gives to the entire IT landscapes makes it easy for harnessing the resources available for business purposes. Plus, the documentation of important information on the software that could be accessed for referencing makes traceability easy and thus transparency on the platform. Moreover, the Documentation feature assist in the easy development of Extensible Best Practices. The collaborative nature of the Solution Manager give companies an advantage to use of existing/shared resources to improve current practices or develop new functionality. Integration of 3rd party systems is also possible due to the openness of the software to accommodate cross-integration of practitioner tools (Schwaber et al, 2006) The potential IT and business benefits of Solution Manager as stated by SAP actually are very visible based on our survey and the former survey by Panaya Inc. (2010). It is worth noting that these potential benefits can only be attained if Solution Manager is properly adapted to meet the business/IT needs of an organization. If inadequately implemented, challenges will be incurred and SAP proposes various ways of mitigating or solving these challenges.

Challenges In Using Solution Manager Users of SAP Solution have encountered a couple of problems when using this software, and some of these challenges impede them from properly using this software to attain the benefits that accrue from it. The results from the survey revealed the following main challenges with the use of this tool:  Lack of Understanding of the value of Solution Manager (73%)  Lack of right skills (41%)  Complexity of Solution Manager (36%) The results from the survey by Panaya Inc. (2010) also reveals similar challenges: complexity (32%), understanding the value (25%), and cost of implementation (15%) of SAP Solution Manager respectively. These results suggest that SAP Solution Manager has many fundamental features that seem to be very complex for the users to harness. The fact that they have a low understanding of value SAP can bring directly to their organizations could be

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due to the fact that these organizations do not have the right technical personnel with the right skills to deploy this tool. This tool is enriched with different implementation strategies and approaches, which could be very confusing for its users, but SAP (2005) proposes an offering to solve this precarious situation by using GlobalASAP methodology to maintain consistency in business cases by transferring all practices and data structures across the entire various business lines. ALM is a fairly new concept and most organizations do not yet understand the essence of its tools in terms of long-term approach to software management. This lack of proper understanding poses as the initial challenge that eventually leads to several other challenges. The survey also revealed the users receives great support from SAP since this was rated as the least challenge (5%). Customers could therefore report to SAP whenever they meet these challenges for support. The several tools embedded in Solution Manager have purposes and this purpose can only be put to use if the users understand their essence and will ultimately find a way of adapting them to their organizational needs. Better still, the availability of SAP for support can always serve as a first-aid to these challenges. But though not withstanding, these challenges do exists (based on our survey and the previous survey by Panaya Inc.), and the situation cannot be ignored, but rather be faced and remedied.

6.3

Rating of Solution Manager

The respondents were asked to rate SAP Solution Manager on how bad or good the software is despite the benefits attained or challenges experienced in its use. The essence for this rating is to strike a balance between the benefits and challenges and as such suggest intrinsic views on how this software could be optimized to mitigate future challenges and deliver more value and retain TCO. Averagely, Solution Manager has a good rating from the respondent. The survey disclosed 35% found it very good, 65% good and just 5% neither agreed nor disagreed. These statistics shows the software is useful to the organization against all odds in delivering some value to the organizations. Results from the previous survey are as promising as this (49% rated it three star, 23% rated it four star), meaning the software is quite promising and actually delivers substantial value to organizations. Further, the level of satisfaction the customers express on the software could describe these ratings. 68% were actually satisfied with the software entirely while 32% felt neutral about it. As previously discussed, one of the greatest challenges were lack of understanding the value of SAP Solution Manager and this could be the reason some of the respondents had a neutral approach. Plus, on further ratings of this software, 70% find the software solution/result oriented. Against all odds this shows the software is effective to a great extend in providing solutions to organizational business/IT needs. The essence of SAP Solution Manager is offering proactive approaches to management of the entire IT landscape. Organizations invest in IT systems and expect some sort of ROI and the fact that most of the respondents feel Solution Manager produces results suggest that they can justify their investment and as such explains the level of overall good satisfaction they derive from this software. In addition to the fact that the respondents find Solution Manager quite useful (good) and satisfactory, there are still certain improvements that need to be done in order to make the next release of the software even better. There most areas the respondents feel needs improvements include: SAP Business Suite implementation and upgrades (52%), solution monitoring (48%) and change control management (43%). These features are actually amongst the most used and vital features according to our survey and the previous survey as earlier mentioned. The fact that these features are most used means the users have iden-

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tified the value these tools bring to their organizations. As they constantly use the tool, the more they understand the tool with reference to their business objectives and that explains why they could possibly see areas in these areas of the software that need improvement. To further justify this, the feature Service Processing used for service proposals and SAP support services was rated the least important and same time the least feature that needs improvement. Circumstantially, this suggest that the lack of usage is due to little understanding of the value of this tool and therefore the respondents will not know the strengths and weaknesses of this feature, thereby having less opinion about improvements on this feature. Based on the realization from the analysis above, we coined the following cyclical model that could be used to harness the tools and features found in Solution Manager and thus obtain optimum benefits while limiting challenges.

Figure 28 Harnessing SAP Solution Manager (Created by Authors)

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7

Conclusion

This chapter concludes the report and presents appropriate suggestions to the research questions of this inductively done research, thereby fulfilling the aim of the research. This research paper explored the concept of an Application Life–cycle Management approach to software delivery with the use of SAP Solution Manager. This concept can help organizations manage short and long-term uncertainty and changes in their IT infrastructure. The potential benefits and encountered challenges of SAP Solution Manager were thoroughly investigated through the use of a survey on SAP Customers and SAP-partner system integrators. The data collected was contrasted with literature from SAP and a previous research done by Panay Inc. (2010) in order to bring to the light the fundamental essence of this research. In order to answer our research question: What are the potential benefits of deploying SAP Solution Manager as Application Lifecycle Management, we came to the following meaningful conclusions based on the evidence from the research: The top potential benefits (business and IT benefits) of SAP Solution Manager include:  Improved Business Performance in organizations as a result of ease in strategic decision brought about by the centralization of resources on the entire SAP landscape.  Accomplishing Innovative Business Process through the use of predefined roadmaps that aids in implementation, operation and upgrade of systems.  Reduced TCO across the entire SAP landscape with the use of system monitoring that prevents of possibility of system downtime, overtime costs or pop-up system interruptions/breakdown that affect organizational business needs.  Easy development of Extensible best practices enhanced by the collaborative nature of Solution Manager that facilitates the integration of third party tools and the use of previously stored knowledge to develop new functionalities or improve current practices. Basically, Solution Manager provides a life-cycle management platform for optimizing the tools available on SAP platform through roadmaps for easy configuration, management and upgrades. It assists organizations enable to track all the changes, provide proactive solutions and prevent potential problems. More so, we got to understand some of the tools in SAP Solution Manager were underused and the lack of understand led to quite some challenges for the users. Some of such major challenges include lack of right skills and complexity of Solution Manager, but could be overcome in various ways. Plus, based on the results from the survey, more than 90% of the respondents agree to the fact that SAP is always available for support. Getting the right support from SAP could augment their understanding of this tool and thus find appropriate measures of using it to obtain optimum potential benefits. In addition to this, the right skills set is a crucial factor in the use of this software; indicating organization have to educate their staff in order to get the best out of this tool. Majority of the current users of this tool generally still find this tool useful and satisfactory despite the challenges encountered. Regardless of how sophisticated the software is; it was still rated as very result-oriented by most of the users. This confirms the essence of this tool and as such justifies TCO of SAP tools.

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Our purpose with this research to investigate the potential benefits and challenges faced with the use of SAP Solution Manager was quite contributive to this field of study. We could successfully contribute to this research by authenticating the fact that some of the potential benefits found in the tools of SAP Solution Manager are plausible to experience if they are appropriately deployed. This could actually lead to general optimization of IT processes and thus empower the entire organization. Equally, we could ascertain the fact that users of SAP Solution Manager actually encounter some challenges with the use of this tool. These challenges could be looked into by SAP for prevention in the future releases of SAP Solution Manager.

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8

Discussion and Reflection

This section presents an overall discussion based on the outcome of this study and possible suggestions of ways we could do further researches on this topic in the future. In the production of SAP Solution Manager, SAP had a vision of providing a cost effective way of application delivery through the use of roadmaps, which deals with every customer‟s basic situation of implementation, operation and optimization (upgrade) of software. Apparently, this platform contains so many tools with different functionalities that are hard to harness due to how sophisticated the software might seem. From our point of view, we could realize that the lack of understanding of the value of some of the features embedded in this tool could be the primary root for the lack of full utilization. Most of the tools the users suggested needed improvements like Solution Monitoring and Change Control Management, were actually the tools they used most often and as such rated the tools as being very important. This technically suggests that the users understood the use of the features provided by these tools and that is why the used them. The more they used them, the more they learned about the tool and thus found loopholes in them. The tools they seldom used like Service Processing had less suggestions; implying they have not yet understood the value of this and their lack of enough experience in using these features blinds them to potential benefits they could achieve or challenges they could stumble across while using them. We therefore encourage proper understanding of the tools found in Solution Manager holistically, and this could be attained either by acquiring the right staffs with the appropriate skills, or always turning to SAP for constant support. This study reveals promising results about the level of acceptance of the concept of ALM and SAP being at the competitive-edge of it all, actually provides a thriving tool to its customers to manager their entire SAP landscape, and ease the integration of 3rd party tools. This research was actually limited to data collected form our survey, the survey done by Panaya (2010)-which was done on a larger sample size, and SAP‟s propositions on the potential benefits of SAP Solution Manager. Hopefully this study could contribute immensely in future related researches about this concept and possible theories could be further created in relation to this, which could be very effective in the optimization of SAP Solution Manager as ALM tool. If we have the chance to do a further research on this topic, we would sort to have a larger sample size. We believe more opinions and views on this software could actually motivate this study and provide grounds for advocating its potential benefits. Furthermore, we would also have an in-depth one-on-one interview with experts with deeper questions on why certain features and functionalities in this platform are not being used. The essence of this will be to investigate the lack of understanding of these features and as such provide a meaningful outcome.

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List of references

List of references  Axel Funk (2009). Exploit the value of SAP Solution Manager Enterprise Edition and Application Lifecycle Management. Active Global Support SAP AG.  Borland, (January, 2007). Borland Defines Open Application Lifecycle Management.  Borland, (April 2007). Open Application Lifecycle Management (ALM): Unlocking the full value of managed software delivery.  Bryman, A. & Bell, E. (2007). Business Research Methods. Oxford University Press  Carey, John & Jacqueline. (August 18, 2006). The Changing Face of Application Life-Cycle Management. Forrester Research Inc.  David Chappell & Associates (2008). What is Application Lifecycle Management? Sponsored by Microsoft Corporation.  Dinsmore & Cabanis-Brewin (2005). The AMA Handbook of Project Management (2nd ed.). American Management Association.  Enterprise Integration Incorporation, (2006). White paper: What is Integration? Enterprise Integration Inc.  Easterby-Smith, M., Thorpe, R. and Lowe, A. (2002) Management Research. An introduction (2nd ed.), London, Sage.  Foddy, W. (1994) Constructing Questions for Interview and Questionnaires, Cambridge, Cambridge University Press.  Jeong A. Kim and SeungYong Choi (2010). An Implementation Strategy of Evidence-Based Application Lifecycle Management  Jukka K., Juho E., Susanna T., Antti V., Pekka T., and Markus P. (2009) Extending Global Tool Integration Environment towards Lifecycle Management  Hewlett-Packard Development Company (January 2011). IT Agility: A Guide to Mastering the Application lifecycle Management. Business white paper  Levin, D. M. 1988. The opening of vision: Nihilism and the postmodern situation. London: Routledge.

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List of references

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Miles and Huberman, (1994). Qualitative Data Analysis (2nd ed.). London: Thousand Oaks.

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Mats G., Carolyn P., Philip M., Khurram N., Katur P., Brianna M. S., Nail Y. (2008). Collaborative Application Lifecycle Management with IBM Rational Products. IBM Redbooks

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Marc O. Schäfer, Matthias Melich (2011). SAP Solution Manager, Enterprise Edition. SAP PRESS.

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Marc T. (October 2010). Application Lifecycle Management Roadmap-What is new in SAP Solution Manager 7.1. SAP AGS

 Paul C. Dinsmore - PMP; Jeannette Cabanis-Brewin. (December 31, 2005). The AMA Handbook of Project Management (2nd ed.). AMACOM.  Panaya Inc. (2010). SAP Solution Manager Survey. Survey Results and Executive Summary.  Robson, C. (2002). Real World Research (2nd ed.). Oxford, Blackwell  Saunders, M., Lewis, P., & Thornhill, A. (2007). Research Methods for Business Students third edition. Financial Times/ Prentice Hall.  SAP AG (2010). Application Lifecycle Management: Solution Implementation with SAP Solution Manager.  SAP AG (2006). SAP Solution Manager Service Desk: Incident Management for SAP and beyond.  Schwaber, C. (July 22, 2005): The Expanding Purview Of Software Configuration Management. Forrester Research Inc., White paper.  Tom Morris. (August 14, 2008). Adaptive Management  Tashakkori, A. and Teddlie, C. (eds) (2003) Handbook of Mixed Methods in Social and Behavioral Research, Thousand Oaks, CA, Sage  Yin, R.K (2003). Applications of case study research. USA: Google Books  Yin, R.K (1994). Case study research: Design and Method (2nd ed.). Beverly Hills, CA: Sage Publishing

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List of references

Internet Sources  DeJong, J.: Mea culpa, ALM toolmakers say. SDTimes, Retreived 2011-0418, from http://www.sdtimes.com/SearchResult/31952  Encrisp (2011). “Run SAP” based SAP Solution Manager Life Cycle: EnSURE ‐ Enterprise Solutions Utilization and Risk Elimination ‐ Risk based End-to-End (E2E) execution. Retreived on 2011-04-21, from http://www.encrisp.com/downloads/1182009114214.pdf  Microsoft Services, (2010). Application Lifecycle Management Services. Retrieved 2011-04-19, from http://www.microsoft.com/microsoftservices/en/us/alm_services.aspx  Orcanos Application Lifecycle Management (2011). Application Lifecycle Management- ALM 2.0 Advantages. Retrieved 2011-4-30, from http://www.orcanos.com/why_alm_2.0.htm  SAP AG (2011). SAP NetWeaver. Retrived 2011-6-11 from: http://www.sap.com/platform/netweaver/businessbenefits/index.epx  SAP System Development Network (2011). SAP Solution Manager Features and Functionalities. Retrieved 2011-05-02, from https://wiki.sdn.sap.com/wiki/download/attachments/64259204/graphica l_view.jpg  WiseGEEK, (2011). What is TCO? Retrived 2011-6-18 from: http://www.wisegeek.com/what-is-tco.htm

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Appendix

9 9.1

Appendix Questionnaire for SAP customers/SAP-Partner System Integrators:

Demographics 1. What is your position in the company you work for? 2. What is the size for the company you work for? (Single response here)  Small size company (revenue less than one billion USD)  Medium size company (revenue between 1-6 billion USD)  Large company (revenue over 6 billion USD) 3. Select from below what line of business is your organization involved with: (Single response here)  Logistics  IT  Banking  Manufacturing  Other (please specify...) 4. Select from below in which of these areas you are certified in:  Application (Application certifications for specific SAP Solution)  Technology (Associate and professional levels certifications ranging from enterprise architecture to system administration)  Development (Expert knowledge on SAP Business One and SAP NetWeaver Application Development)  Other (Please specify) 5. Choose from below which option best describes your organization. (Single response here)  SAP customer  SAP-partner system integrator 6. How long has your company deployed SAP Solution Manager? (Single response here)  1-5 years  >5 years 7. How long have you been working with SAP Solution Manager?  1-5 years  >5 years

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Appendix

SAP Solution Manager: Usage of Features and functionalities 8. On a scale of 1-5, rank the following features of SAP Solution Manager based on their level of importance to your organization. (Where 1 is unimportant  5 is most important) Not at all Unimportant Important Very im- 5 important portant SAP Business Suite implementation and upgrades

Change control management

Testing

IT and application support

Root cause analysis Solution monitoring Service-level management and reporting Service processing Administration

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Appendix

9. Which of the following reflect the main reason for using SAP Solution Manager (Single response)  Central System Administration  System Monitoring  Project Management  Change Request Management  Download Software from SAP  Business Process Monitoring  Other…please specify 10. Does your organization use the documentation feature on Solution Manager to documents its business processes?  YES  NO 11.How strongly do you agree or disagree to the following (Strongly disagree, disagree, Neither Agree nor Disagree, agree, strongly agree)  SAP Solution Manager is helpful in the integration of different application from different vendors.  Job scheduling feature assists in the proper management of all jobs available in the system.  The service desk improves incident management across your IT landscape.  SAP Solution Manager has a centralized real-time monitoring feature that is used in your organization to monitor the system, its interfaces and even the business processes involved. 12.Based on your experience, choose which of the following best describes SAP Solution Manager; (Single response here)  User-friendly oriented  Solution/Result oriented  Technology oriented 13.How would you rate SAP Solution Manager in general on a scale of Very badVery good? BENEFITS AND CHALLENGES 14.Which of the following is/are the business benefit(s) achieved from the use of SAP Solution Manager? (Multiple choice response)  Flexible business strategies  Innovative business processes  Superior business value  Improved business performance  Unmatched user experience  Other…please specify

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Appendix

15.Which of the following is/are the IT benefit(s) of using SAP Solution Manager in your organization? (Multiple choice response)  Sustainable cost structure  Improved development  Reduced TCO across the entire IT landscape  Enable mission critical support  Easy development of extensible best practices 16.Which of the following is/are the major challenge(s) encountered in the use of SAP Solution Manager in your organization? (Multiple choice response)  Complexity of SAP Solution Manager  Difficulty to use  Too many functionality  Unavailability of SAP support  Lack of rights skills  Lack of understanding of the value of Solution Manager  Other…please specify 17.How satisfied is your organization with the TCO of SAP Solution Manager? (Very Dissatisfied- Very Satisfied) 18.If there were any improvements to be made on the next Solution Manager release, what areas/features would you suggest to be optimized? (Multiple choice response)  SAP Business Suite Implementation and upgrades  Change Control Management  Testing  IT and application support  Roots cause analysis  Solution Monitoring  Service-level Management and Reporting  Service processing  Administration

9.2

Survey Cover letter

Dear Sir/Madam,

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Appendix

We are currently conducting a research study about SAP Solution Manager as an Application Lifecycle Management (ALM) tool at Jönköping University. The primary aim of this research is to bring out the potential benefits of SAP Solution Manager as an ALM tool while investigating the present setbacks SAP customers/partner integrators have experienced in the use of this tool. In order to understand this concept of ALM as a lucrative method of application delivery using SAP Solution Manager, we make use of a survey that will help provide a practical perspective to the theoretical frameworks proposed and your responses will help in refining and validating this proposed model. The questions are aimed at the users of SAP Solution Manager (SAP customer and SAPpartner system integrator respectively) located in the region of Scandinavia. In compliance with the essence of this research, we will ask questions regarding the use of the tools and features embedded in SAP Solution Manager, and benefits/challenges of deploying this application software. As an SAP customer/partner integrator, we cordially invite you in this study by completing a short questionnaire. This survey is made up of 18 questions that should take not more than 30 minutes of your time. The questionnaire can be access at the following link belowhttps://qtrial.qualtrics.com/SE/?SID=SV_5A2GRwkVmwZwJqk We thank you in advance for your response and participation in this study. Lastly, we would be glad to share the research report with you. If you are interested in this or have any further questions about the study, please feel free to contact us via our contact emails below: Sincerely, Cheng Chen Jönköping International Business School [email protected] Michael Dibo Bekindaka Jönköping International Business School [email protected]

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